Dublin City Council
November 19, 2024

Agenda Item 8.1
DATE: November 19, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Colleen Tribby, City Manager
SUBJECT: 2022 Parks and Recreation Master Plan Update
Prepared by: Jackie Dwyer, Parks & Community Services Director EXECUTIVE SUMMARY:

At the June 4, 2024 City Council meeting, the Council requested an update on the progress made on the Parks and Recreation Master Plan goals established in 2022.

STAFF RECOMMENDATION:

Receive the report.

FINANCIAL IMPACT:

None.

DESCRIPTION:

The City of Dublin has a long history of staying current and informed regarding recreational opportunities and park space. To support this effort, the City adopted a Parks and Recreation Master Plan and has been updated over the years. The most recent Plan (Attachment 1) was adopted in 2022 and incorporated four goals for the City of Dublin and the Parks and Community Services Department that were formulated based on feedback from the community through a survey and public meetings.

This survey used three primary methods for information gathering:
 A mailed survey to 3,500 households in Dublin.
 An online, password-protected, statistically valid invitation website.  An open-link survey for all other residents who were not included in the invitation sample.

The demographics of the survey respondents were as follows:
 Invite
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o American Indian and Alaska Native – 0%
o Asian – 44%
o Black or African American – 4%
o Native Hawaiian and Other Pacific Islander – 0%
o White – 45%
o Other – 7%
 Open-Link
o American Indian and Alaska Native – 3%
o Asian – 34%
o Black or African American – 4%
o Native Hawaiian and Other Pacific Islander – 4%
o White – 51%
o Other – 5%
Additionally, the consultant utilized focus groups, individual/stakeholder interviews, and a public forum. In all, there were 12 meetings and 117 community participants in attendance. The participants included users/community members, City Staff, stakeholders, commissioners, and youths.

The key recurring themes identified during this portion of the planning process included:
 Develop non-traditional athletic spaces (cricket, pickleball, badminton).  Increased programs for 12 to 25-year-olds.
 Outdoor gathering/social spaces (downtown, dog parks, outdoor fitness).  Connectivity, Safe Ways to Bike/Walk Across Town.
 Non-traditional recreation programming (pop-up activities, traveling art).  Desire for an indoor multi-use facility.
 Need for a cultural arts center.
 Improved communication, marketing, and advertising.
 Incorporate existing plans and projects.
 More multi-generational, arts, and cultural programs.  Public art is valued by the community.
 Better utilization of facilities and spaces.
 Review “Cost Recovery” policy and philosophy.
 Connect east and west Dublin.

Based on these findings, National Recreation and Park Association (NRPA) standards, anticipated growth, changing needs, and budgets, four goals emerged. These goals are identified below, along with an update on progress since adopting the Plan in 2022.

Goal 1: Add New and Improve Existing Infrastructure and Amenities Objective 1.1: Continue to maintain and improve existing facilities, parks, trails, and open spaces.

Maintenance of facilities and amenities should be a priority.

The Department should continue to work with Public Works to monitor the condition of existing 310

parks, trails and pathways, and facilities, as these facilities have been identified by residents as being of high importance. Maintenance projects and annual maintenance needs should be funded on a regular schedule to address the aging infrastructure. Priorities for future maintenance projects for these areas should be developed and reviewed regularly.  1.1.a: Develop capital improvement plans, costs, phasing recommendations, and inspection reports. Update:
o The City Council updates and adopts the Capital Improvement Program to address the City’s public infrastructure. These updates include budget appropriations every two years, typically incorporating a timeframe of five years of approved projects. A future projects category is also included to identify projects that may have an unidentified funding source or are planned for beyond the five years.  1.1.b: Develop a Deferred Maintenance plan using the inventory from the 2022 Parks and Recreation Master Plan and evaluation of amenities to fix items needing immediate attention in parks. Update:
o The Wave is actively conducting outreach and has spoken with three maintenance companies as part of developing a comprehensive preventative maintenance plan. In addition to this outreach, staff conduct regular quality assurance reviews of all parks to evaluate the condition of equipment and infrastructure to help make informed decisions about repair, replacement, and maintenance schedules.  1.1.c: As parks are renovated and new parks are built, utilize drought-tolerant plants and ground cover to limit the need for irrigation. Update:
o The City must follow current codes and regulations in developing new parks. Water conservation, planting, and irrigation plans adhere to the State’s Model Water Efficient Landscape Ordinance requirements. In planting areas outside turfgrass, the plant selections are typically classified as low to very low water use based on the Water Use Classification of Landscape Species (WULCOS) database.
 1.1.d: Implement monthly inspections of all facilities, parks, trails, and open spaces. Update:
o Staff have initiated monthly park and facility inspections, documenting park conditions in the City's See Click Fix program to facilitate follow-up and tracking of tickets.

Objective 1.2: Explore improving/adding bike paths and walking trails.

Walking and biking connectivity were identified as a high priority during the engagement process.

Based on trends and demand, the City should look for opportunities to improve/add bike paths and walking trails. The City should invest in continuing to acquire lands in and around Camp Parks that could provide a northern connection between east and west Dublin. Utilize the Bicycle and Pedestrian Master Plan for additional recommendations.
 1.2.a: Work with the Planning and Public Works Departments to implement Bicycle and Pedestrian paths based on the Bike/Ped Plan as road improvements occur (FY 2022-2027).

Update:
o The City installed 3.32 lane miles of Class III shared bike route and 1.72 lane miles of Class IIB buffered bike lanes between 2022 and 2024 as part of annual pavement resurfacing projects.
 1.2.b: Ensure all capital construction roadway and corridor projects use the Complete Streets methodology to guarantee bicycle and pedestrian mobility. Update:
o All capital construction roadway and corridor projects use a Complete Streets 311

methodology to identify the appropriate bicycle and pedestrian facilities. Resurfaced streets are re-striped to include bike lanes or upgraded to buffered bike lanes. As needed, pedestrian improvements, such as curb ramps, are upgraded to meet current accessibility standards.
 1.2.c: Continue to work with partners to improve existing trails and increase the parkland (Iron Horse Nature Park and Open Space). Update:
o Staff are working with several partners and local agencies, including the Water Board, Department of Fish and Wildlife, and the Army Corps, to construct approximately 2,000 linear feet of new pathways, bike racks, and a bike repair station, as well as a connection to Stagecoach Park, which would serve as a new trailhead. The project also includes improving the sidewalk along Amador Valley Boulevard from Stagecoach Road to the Iron Horse Regional Trail crossing.
o A portion of the Iron Horse Nature Park and Open Space, south of Amador Valley Boulevard, will have a new bioretention basin, landscaping, storm drainage improvements, seating, interpretive signage, fencing, improvements to sidewalk, curb ramps, and trail crossing constructed. Construction also entails grading for the new bioretention basin and installation of a paved trail, installation of new storm drainage pipes, plantings and irrigation infrastructure, and installation of amenities. Construction is anticipated to be completed in winter 2024. o A new bridge at the Iron Horse Regional Trail crossing on Dublin Blvd at Scarlett Drive provides a pedestrian and bicycle connection over Dublin Blvd to the entrance of Don Biddle Park. The bridge will open on November 23, 2024. o Staff are coordinating with BART to improve the Iron Horse Trail and access to the trail at the Dublin/Pleasanton BART station.

Objective 1.3: Explore adding parks, open spaces, and natural areas.

The Department should continue to look for opportunities to add open spaces and work to preserve natural areas. Access and use should focus on environmental protection and education, as well as passive recreation.
 1.3.a: Continue to look for opportunities to add open space and work to preserve natural areas.

Include “preserved (natural) open space” in the park inventory and GIS database. Update:
o Staff have begun working with the developer of the GH PacVest property in east Dublin to purchase approximately 42 acres of open space to be converted into Nature Park Land.
 1.3.b: Continue to develop park space as new development occurs to maintain the City’s minimum 5 acres/1,000 residents standard. Update:
o Since the adoption of the Parks Master Plan in 2022, the City has added 30 acres to its parkland inventory with the completion of Don Biddle Community Park. Table 1 shows the Parks slated to be developed in the near future.

Table 1 – Future Park Development
Park/Trail Project Status Acreage
Iron Horse Nature Park and
Open Space
Phase 1 – Construction began in April
2024. Completion is slated for summer 2025.
12 Forest Park A groundbreaking was held in September 2024. 2 312

Completion is slated for Summer 2025.

Wallis Ranch Community Park The park is under construction. Completion isslated for early 2025.

8.85 Francis Ranch The parks are in the design process. 11 Dublin Centre The park improvement agreement in process. 2 GH PacVest (open space/nature
parkland)
The agreement to purchase the nature parkland
in process.
42 GH Pac Vest (neighborhood
parkland)
This project is in the beginning stages. 7
Total 84.85
Objective 1.4: Develop additional or repurpose existing indoor recreational facilities and amenities.

An existing priority for Dublin residents, expressed during this study, is the need for additional indoor facilities and amenities. Both the focus group participants and stakeholder interviews indicated a lack of space to expand programming, that existing spaces were too general to conduct diverse programs, and there was a perceived lack of rental space for private functions.  1.4.a: Explore opportunities to add indoor programming space by reviewing current program schedules and determining if additional time is available based on usage and availability.

Update:
o Staff developed a schedule that optimized the use of existing programming at Stager Gym, including league play, youth and adult sports, and contract instructor classes. With these adjustments, the schedule allowed for the introduction of new classes, such as Junior Warriors Skills and Drills and All Ball Camp, which were previously unavailable. o With the addition of a Facility Rental Coordinator, revenue increased by 127 percent from 2018 to 2023.
o Staff is beginning conversations with Dublin Unified School District about re-opening the joint-use agreements to ensure that new facilities (such as the future Shamrock Hills School gymnasium) are available for use by the City.  1.4.b: Explore opportunities to renovate indoor spaces to accommodate more specialized programs and activities. Update:
o Furniture has been purchased for meeting spaces at the Civic Center and the Library, which provides more flexibility for users and allows for more efficient use. o The preliminary plans for renovating the expansion space at the Library were reviewed by the City Council. Staff continues to evaluate the Library as a whole for needed upgrades.
 1.4.c: Once the Cultural Arts Center is complete, utilize classroom space in the new center for programming. Update:
o The Dublin Arts Center (formerly called the Cultural Arts Center) is currently under construction, with an anticipated opening in 2025. The Dublin Arts Center Operations Guide (Attachment 2), containing information regarding the utilization of spaces, was presented to the City Council in October 2023.

Objective 1.5: Develop additional outdoor recreational facilities and amenities.

Continue to explore renovation and repurposing of existing facility spaces to meet demand and increase outdoor programming opportunities. A desire for creating gathering spaces in the 313

community was expressed by the public. Focus group participants and survey respondents indicated the installation of shade structures would increase their usage of outdoor facilities.  1.5.a: Continue to look for opportunities to renovate or repurpose existing outdoor space to meet the demand for non-traditional athletics (cricket, pickleball, futsal, and badminton).

Update:
o A competition cricket field, including five pitches and safety netting along Fallon Road, was added to Fallon Sports Park. Four designated pickleball courts and four overlays (eight total pickleball courts) are being built with Wallis Ranch Community Park.

Pickleball overlay lines have been added at Don Biddle Community Park and are planned for future tennis court rehabilitations.
o The City Council approved Forest Park's conceptual design, which includes a multi-use court designed specifically for basketball and futsal. Forest Park will also have a tennis court with pickleball overlays.
 1.5.b: Create outdoor gathering spaces to bring the community together. Examples include Downtown Square, dog parks, and outdoor fitness/exercise areas. Update:
o The City has begun using a variety existing spaces to host community events, by rotating movie nights to different parks around town versus hosting all at Emerald Glen Park and utilizing new parks for the family campouts.
o A dog park and fitness equipment are being constructed at Wallis Ranch Community Park, and a fitness course is included in the design of Forest Park.  1.5.c: Look for opportunities to add shade structures at existing and future playgrounds and gathering spaces. Update:
o New shade structures are being planned along the Iron Horse Trail and Nature Park, at Forest Park, and at Wallis Ranch Community Park. A shade structure will also be included in renovations of Stagecoach Park within the Iron Horse Trail Project. Shade will also be included in the Kolb Park renovation project.  1.5.d: Develop non-traditional sports facilities such as cricket, pickleball and futsal. Update:
o A multi-use court that can accommodate basketball and futsal has been included in the conceptual design for Forest Park, as well as four dedicated pickleball courts, four pickleball overlays at Wallis Ranch Community Park, and one competition cricket field at Fallon Sports Park.
o Any new indoor facilities that become available for City use will be evaluated for its multi-use feasibility, including basketball, badminton, and volleyball. o Staff conducted research on nearby badminton facilities to understand the current opportunities available to Dublin residents. There are currently four privately owned badminton facilities in the Tri-Valley: one in Dublin (indoor), two in Pleasanton (indoor and outdoor), and one in Livermore (indoor).
 1.5.e: Add outdoor fitness equipment in one or more locations. Update:
o Outdoor fitness equipment is included in the construction documents for Wallis Ranch Community Park and the conceptual design for Forest Park. o Fitness Equipment was included at Don Biddle Community Park and Butterfly Knoll.

Objective 1.6: Develop the planned new Cultural Arts Center.

The City has begun the process of converting the existing Police Services Building into a Cultural Arts Center. Utilizing existing needs assessment and feasibility studies, A Cultural Arts Center has 314

been designed to meet the needs of survey respondents. Survey respondents indicated their priorities for use of the space would be a performance and event space, art classrooms, music classrooms, and an art gallery space. The new Cultural Arts Center is scheduled to open in 2023.  1.6.a: Renovate the Police Services Building into a cultural arts center. Funding is currently available in the FY 2020-25 CIP. Update:
o As mentioned above in 1.4.c, construction on the Dublin Arts Center (or DAC) started in November of 2022 and is anticipated to be completed in 2025. The DAC will include two new program features for the City: Gallery 180 and the Precinct Black Box Theater. These anchor spaces are at the forefront of planning efforts.

Gallery 180 will be Dublin’s first dedicated art gallery and will host art shows throughout the year in a variety of styles, themes, and mediums. The Precinct Black Box Theater will be ideal for small productions, recitals, comedy and improv, lectures, and rentals.
o The DAC will also feature programable spaces: the Mixed Media Room, Arts and Crafts Room, Ceramics Studio/Arts Yard, Dance Studio, and Music Studio. Each space will host classes and programs tailored to its specific focus. Staff are planning activities in drawing, photography, ceramics, ballet, watercolor, youth theater, flower pressing, journaling, screen printing, and drop-in events.

Objective 1.7: Continue adding Public Art in parks and recreational facilities.

The Department currently has a Public Art Program. Along with the update of the Parks and Recreation Master Plan, the Public Art Master Plan was also updated as part of this process and approved in June 2020. Most survey respondents (87%) supported continuing the Public Art Program.
 1.7.a: Continue to look for opportunities to add Public Art to parks and public spaces.

Consider parks on the west side of Dublin, where public art is currently lacking. The Public Art Master Plan (Attachment 3) guides selection and implementation. Update:
o Staff continue to work with various artists to further enhance the City’s strong public art portfolio. At Heritage Park, a total of 10 bronze artworks have been added. Recently completed projects include artworks at Sean Diamond Park, Butterfly Knoll Park, Jordan Ranch Park, and Dougherty Hills Dog Park. Public Art was also added to the downtown planning area as part of the improvements to St.

Patrick Way and the construction of the Avalon Bay apartment building.

Additionally, Public Art is planned for the corner of Dublin Boulevard and Village Parkway and two new parks in the Francis Ranch Development, and work continues on the relocation and restoration of the Historic Camp Parks Sign. Finally, a project for future murals has been included as part of the 2024-2029 Capital Improvement Program.
o In addition to the annual Utility Box Art program, the City has implemented in several impactful temporary public art projects, fostering community engagement, creativity, and awareness across various spaces:
 "Picture This": This public art exhibit featured 33 large, painted frames (3' x 4', standing 6' tall) displayed across the Tri-Valley area, including eight frames in Dublin locations. Community members were encouraged to take photos using the frames and share them on social media
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(#PictureThisTriValley, #PictureThisDublin). Sponsored by the Town of Danville, Tri-Valley cities, and Visit Tri-Valley, the program ran from June to September 2022.
 Storm Drain Art: In 2024, the City invited artists to paint murals near storm drain inlets to raise awareness of water quality and watershed health. These colorful murals highlight the importance of preventing pollutants from entering stormwater systems that lead to the San Francisco Bay.  Basketball Court Murals: Slated for Fiscal Year 2024-25, this project will add up to eight murals on basketball courts in Dublin parks, promoting community pride and encouraging social engagement. These vibrant murals will showcase local culture and inspire both artistic appreciation and physical activity.
 "Go, Park, Read!" Little Libraries Program: The City installed Little Library boxes in 10 Dublin parks to enhance book accessibility and foster community through book sharing. Partnering with the Friends of the Dublin Library, the program offers 24/7 access to books in parks.

Goal 2: Continue to Improve Programs, Service Delivery, and Affordability Objective 2.1: Continue to monitor the participation and usage of programs, facilities, and services to make appropriate adjustments based on collected data.

The Department should continue to conduct regular facility and participation counts for programs, facilities, and services to determine usage by residents and non-residents. Evaluate the feasibility of continuing current programs or changing program offerings to better utilize available resources.
 2.1.a: Track attendance and participation numbers to determine the impact of the facilities and programs. Update:
o The Parks and Community Services Department conducts an annual review of program participation. Staff have introduced weekly tracking and are working on quarterly performance measure tracking to maintain and utilize current and relevant data.
o Shannon Community Center's preschool program will be updated to align with new state guidelines for preschool, transitional, and traditional kindergarten. In anticipation of these changes, Staff has developed two distinct preschool programs tailored to meet the needs of families with 3-, 4-, and 5-year-olds in Dublin.  2.1.b: Conduct program evaluations at the end of each session to determine participants' level of satisfaction and direct appropriate programming changes or adjustments. Update:
o A regular evaluation process has been implemented to gather feedback on recreation programs by conducting email surveys at the session end. Results are then shared with the respective personnel for review and incorporation into future program planning and improvements.
 2.2.c: Proactively recruit instructors and intentionally seek class offerings that represent the diverse cultures and ethnicities in Dublin. Update:
o Using feedback gathered from department surveys, Staff actively recruit instructors and classes every season to refresh and diversify program offerings. Recent 316

offerings have included preschool and adult Spanish, elementary Mandarin, sewing, calligraphy, mandala art, anime and manga, hip-hop and breakdance, Vinyasa yoga.

In preparation for the opening of the DAC, Staff is recruiting instructors in the realm of cultural arts, with several new proposals received and lined up opening of the facility.

Objective 2.2: Enhance Special Event Programming
As identified by focus groups and survey respondents, expanding opportunities, and enhancing special event programming was identified as a priority. The Department should continue to look for opportunities to expand community events and cultural activities based on community demand and trends.
 2.2.a: The Department should work with other service providers to explore new special events, possibly themed by the community or season of the year. Update:
o The City hosts seasonal events throughout the year, providing diverse options for residents and community members. Staff seek committee and commission recommendations and surveys all programs and events to gather feedback and continuously improve offerings based on community input. In addition, Staff continuously look at opportunities to bring innovative and dynamic programming to Dublin - recent new special events included the Backyard Bash and the Community Garage Sale.
o To bring events to the community that Staff is not equipped to coordinate, Staff manages a Community Event program that involves partnering with local organizations on specialized events. These collaborations have resulted in annual Holi gatherings, Diwali Celebrations, youth business fairs and triathlons, and the 2023 Gaelic Games.
o Staff introduced a Special Event app (DublinCAEvent) to provide an easy-to- navigate platform where residents can access information about upcoming events, register for activities, and receive updates in real time.

Objective 2.3: Explore opportunities to increase programming and service delivery based on community demand and trends.

Focus group participants and survey respondents expressed a desire to increase recreational programming and services. They identified youth, teens, seniors, and specifically participants between the ages of 12 and 25.
 2.3.a: Continue evaluating the current level of programming using the Parks and Community Services Commission and the Youth and Senior Advisory Committees. Update:
o Staff continue to utilize appointed commission and committee members to support programming evaluation. Reports are provided seasonally on program offerings, trends, and participation.
o The Parks and Community Services Commission receives a bi-annual update to review and provide feedback on each waterpark season and the marketing and special promotion efforts.
o The Youth Advisory Committee has introduced two new programs: KidVenture, a kid's night out event, and the Youth Entrepreneur Fair. These programs aim to enhance youth engagement by offering creative and educational experiences. 317

Regular updates on the success and participation of these events will be provided to allow for continued evaluation and growth.
 2.3.b: Expand program opportunities for multi-generational, arts and culture, fitness/wellness, outdoor recreation, and environmental programs. Update:
o The People of the Parks Program was created to promote environmental stewardship and support beautification efforts.
o Staff at the Senior Center have initiated the process of converting one of the rooms into a Fitness Center. This new addition will provide seniors with accessible fitness equipment and programming designed to promote health and wellness. Updates will be shared as progress continues and feedback from the community and the Senior Advisory Committee is gathered.
o The Dublin Trail Challenge was established to promote outdoor recreation, utilization of city trails and open spaces, and community well-being. This annual initiative highlights the importance of outdoor activities and encourages residents of all ages to engage actively with the City’s trails and open spaces. o The Sensory Splash program and Adaptive Swim Lessons were developed to provide a controlled aquatic environment where youth with sensory sensitivities can engage with water in a calm and relaxed environment.  2.3.c: Consider alternative ways to bring programming to the community, such as pop-ups and mobile recreation. Update:
o Staff is developing a program to add self-service equipment rental lockers in Dublin parks. The lockers would store recreational equipment that park users could rent at a low cost. This amenity would allow community members to engage in the parks in a way they may not have been able to without specific equipment. Access to bocce balls, volleyballs, or possibly badminton equipment will allow people to try out an activity without making a significant investment in equipment. o Monthly Senior Mixer events have been designed to provide socialization and community engagement opportunities and have been taking place since summer of 2023. These events feature a variety of activities including ice cream socials, themed crafting, chair volleyball, games, and educational seminars. Each event is tailored to encourage interaction among attendees and foster a sense of community. o Staff implemented the Heritage Park Otocast in 2023, allowing visitors to explore the park through a self-guided audio tour. This technology provides guests with rich narratives and historical insights they can enjoy at their own pace. Permanent outdoor art pieces have been installed along the site pathways, creating an inviting and immersive environment. and fosters a deeper connection with local history.  2.3.d: As new programs and services are developed and implemented, they continue to create a balance between passive and active recreation. Update:
o While the City coordinates a wide range of active recreation programs, a balance is maintained to ensure access to passive opportunities across many program areas.

This includes drop-in or first-come, first-serve use of tennis courts, picnic areas, and other outdoor spaces. Programs such as recreation swim at The Wave, the museum programs at Heritage Park, and gardens are examples of more passive programs.

Objective 2.4: Continue to monitor affordability of programs and services. 318

As the popularity of program offerings and activities increases, the Department should look for opportunities to expand and enhance programs and services that are affordable to the community.  2.4.a: Monitor resource allocation, spending, and cost recovery associated with programs and services. Annually perform a detailed study of the costs associated with each program and service. Update:
o The citywide fee study, completed in May 2024, included a market-rate comparative survey examining fees charged for related parks and recreation services at seven local jurisdictions. Study findings are being reviewed to make changes to existing programs.
o The City offers a 10% discount on programs and activities to residents of Dublin who have served or currently serve in the military.
o The Youth Fee and Senior Fee Assistance programs offer scholarships for low- income families, allowing youth and seniors to participate in recreation classes and activities at a reduced cost. Applications are received year-round and allow families to submit for multiple members.

Goal 3: Continue to Improve Organizational Efficiencies Objective 3.1: Improve departmental marketing and communication and grow the identity of Department programs and events.

The City has adopted a brand as the New American Backyard. The Department should continue to promote and grow the New American Backyard brand. Increase the avenues used to promote the New American Backyard brand through expanded social media postings, additional giveaways, and increased signage.
 3.1.a: Continue to evaluate the Department's Marketing Plan to improve awareness and communication with the community by using a mixed methods approach to reach diverse users. Update:
o Staff continuously investigate new ways of advertising programs and events, and have begun incorporating online music and podcast ads, specifically using the music platform Spotify. For The Wave’s Memorial Day Opening Weekend campaign for May 2024, ads reached 66,330 listeners. Staff will continue exploring this advertising option to reach more diverse users in the community and surrounding cities.
o While continuing traditional radio advertising, promotional discounted admission days, and coupon discounts at the wave, the Staff have also secured magazine ad space in local online and print publications such as East Bay Living, Your Town Monthly, Diablo Magazine, and others.

Objective 3.2: Enhance and improve external communication regarding Department activities, programs, and services to increase community awareness.

The Department utilizes several effective marketing tools and strategies actively promoting parks and recreation services in the community. These tools include, but are not limited to, Activity Guide, Newsletters, posters/flyers, City website, Facebook, Twitter, Instagram, and email. Focus group attendees expressed concerns about the facility rental process.  3.2.a: Continue to evaluate and refine marketing strategies to reach diverse users based on 319

target markets and consider investment in technology and social media. Update:
o Since the last Master Plan update, the City has introduced further use of the GIS system to enhance community awareness of departmental activities, programs, and services, through maps of Public Art, the Pioneer Cemetery, and the Adopt-a-Bench program.
 Public Art Map: Launched on August 23, 2023, this interactive resource has already garnered 841 views, providing residents and visitors easy access to the City's artistic offerings.
 Pioneer Cemetery Map: Introduced on March 1, 2024, this map has attracted 538 views, helping to promote the historical significance of our local heritage.
 Adopt-a-Bench Story Map: Since its launch on January 10, 2024, this map has received 293 views, showcasing the City's adoptable memorial benches. o Staff continually refine marketing strategies to reach diverse users based on target markets and consider investment in technology and social media.  Engagement continues to grow for parks-related social media content, shown in the following performance of City promotions:
 The St. Patrick’s Day Celebration drew a large engagement. Across 16 posts on Instagram and Facebook, including promo and event coverage, the promotion reached 139,529 accounts, generating 185,238 impressions and 5,670 interactions. Average community involvement opportunities are performing well, too. For example, one Instagram Reel for the Utility Box Call for Artists reached 4,991 accounts for 9,080 views, 6,100 impressions, and 343 interactions.  The City’s reel announcing the return of Picnic Flix reached 5,313 accounts and garnered 10,000 views and 459 interactions, including 213 shares.
 3.2.b: Continue to monitor new facility reservation module. Seek further input from users to improve the process and make it easier to utilize. Update:
o Beginning in June 2024, The Wave implemented an updated registration process for fitness swimming, eliminating two clicks in the process. Swimmers are now able to choose their swimming lane upon arrival, and all other aspects of the program have remained unchanged. This updated registration process has also reduced administrative time during month-to-month data entry.
o Update: Private reservations of City Picnic and Facilities are now done almost entirely online.
 3.2.c: Enhance efforts to inform Dublin residents how to submit requests for additional classes that are reflective of the City’s diversity. Update:
o Staff revised the recurring surveys to include a question about the types of classes the community would like to see offered. Feedback from these surveys has provided direction and led to program enhancements and the introduction of new classes (listed below).
 Aquatics
 Increased number of preschool swim lessons
 Starfish (adaptive swim lesson)
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 Sensory Splash (adaptive recreation swim)
 Contracted Classes
 Vinyasa and Shakra Yoga
 Youth Sewing
 Mandala Pot Art
 Youth Mandarin
 Adult Spanish
 Traditional Japanese Karate
 Youth Math (Dimension Math)
 Adult Nutrition
 Calligraphy
 Youth Hip=Hop and Breakdance
 Adult Fascia Stretch
Goal 4: Increase Financial Opportunities
Objective 4.1: Explore Additional Funding Options
As the City considers funding responsibilities for parkland acquisition, development and maintenance, several funding opportunities are available to the City of Dublin, such as State and Federal grants.
 4.1.a: Review annual grant opportunities from Land and Water Conservation Funds, the Urban Parks and Recreation Recovery Program, Safe Routes to Schools, and other County, State, and Federal Grant programs and apply accordingly. Update:
o Staff submitted applications for the Nature Positive Innovation Grant, funded by the PG&E Corporation; the Building Forward Library Facilities Improvement Program, funded by the California State Library; the Recreation Trails Program, funded by the California Department of Parks and Recreation, and the Alameda County Enhancing Vision 2026 Fund, funded by the Alameda County Health Department.  The City received grant funding from the Alameda County Enhancing Vision 2026 Fund for Fiscal Years 2023-24 and 2024-25. These funds were used to launch a Job Skills Development Pilot program in partnership with Futures Explored, a nonprofit that supports individuals with intellectual and developmental disabilities (IDD) across the Bay Area. During the program's first year, eight participants from the IDD community were hired and received monthly one-on-one coaching. Participants reported gaining valuable hands-on skills and making significant progress in their positions.  4.1.b: Continue to seek alternative funding from donations. Set annual donation goals and bring awareness of goals to the community. Update:
o In process.

Objective 4.2: Review Current program and rental fees
The Department should review current program and rental fees to ensure they are equitable, and the fees are resulting in the appropriate cost recovery. A further refined cost recovery philosophy and policy would provide a model to set fees and appropriately allocate resources.  4.2.a: Develop and utilize a tiered cost recovery model that creates financial sustainability 321

and the framework for developing program budgets. Update:
o In process.
 4.2.b: Continue to monitor revenues and expenses for programs and rental fees to ensure the department is meeting goals set by the City Council adopted Master Fee Schedule. Update:
o Revenues and expenditures are monitored monthly to ensure the PCS Department meets the 65% target set by the City Council. Direct program cost recovery totals from Matrix Consulting Group’s Fee Study also showed compliance with the City Council target.

Objective 4.3: Explore capital funding opportunities and implement existing plans.

Funds have been allocated for capital improvements for various park and recreation facility upgrades, renovations, and developments through the 2020 – 2025 Capital Improvement Program.
 4.3.a: Pursue funding opportunities identified by the consultant for long-range implementation. Update:
o The City contracted with Townsend Affairs to support grant writing and outreach efforts. As of this report, Townsend has yet to apply on behalf of the PCS Department, but continues to look for such opportunities.  4.3.b: Capital funds for FY 2020-2025 have been identified and appropriated for current needs identified in this Master Plan. These identified projects should be accomplished in their scheduled time frame. Update:
o All projects are complete or at various stages of completion as shown in Table 2 below. Additionally, new projects were added. No projects that were previously identified were removed.

Table 2: Capital Improvement Project Status
Project Completion Year (CIP 2024-2029)
Audio Visual System Upgrade 2026
Dublin Arts Center Scheduled Completion Summer 2025
Library Tenant Improvements 2025
Marquee Signs 2025
Don Biddle Community Park Complete
Downtown Dublin Square Park 2025
Dublin Sports Grounds Rehabilitation 2029
Fallon Sports Park – Phase 3 Complete
Iron Horse Nature Park 2026 (Phase 1 scheduled completion Fall 2024) Forest Park 2025 (Groundbreaking September 2024)
Kolb Park Renovation 2026
Parks Playground Replacement 2025
Park Restroom Replacement 2025
Sunday School Barn Improvements 2026
Wallis Ranch Community Park 2025 (Scheduled completion Spring 2025) o Several new projects were added to the Capital Improvement Program (2024-2029), 322

including: Facilities Parking Lot Resurfacing, Irrigation System Upgrades, Shannon Center Play Yard, Waste Enclosure Upgrades, The Wave Pool Replastering, Fallon Sports Park Artificial Turf Field Replacement, and Sports Court Resurfacing.

Objective 4.4: Explore opportunities to increase sponsorships The PCS Department should continue to explore additional sponsorship arrangements for special events and activities.
 4.4.a: Develop an annual sponsorship campaign that targets large corporations with like values. Update:
o The City routinely updates its sponsorship offerings in alignment with its approved sponsorship policy to generate revenue and effectively offset the cost of events and programs. Additionally, sponsorships are being solicited to offset the cost of operations of the DAC.
 4.4.b: Communicate regularly with existing sponsors and donors to partnerships and accurately portray all benefits with signed sponsorship agreements. Update:
o Staff have maintained regular communication with existing sponsors and donors to strengthen partnerships and ensure all agreed-upon benefits are delivered in alignment with signed sponsorship agreements. This ensures transparency and satisfaction for both parties.

STRATEGIC PLAN INITIATIVE:

Strategy 4: Inclusive and Effective Government
Objective C: Implement DEI Action Plan and continue to use diversity, equity, and inclusion lens in organizational development and programming.

Objective D: Conduct ongoing outreach and garner feedback on services and programs to meet the community's needs.

Strategy 5: Long-term Infrastructure and Sustainability Investments Objective C: Continue to make progress on the Climate Action Plan and sustainable operations.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The Commission Agenda was posted.

ATTACHMENTS:
1) Parks and Recreation Master Plan
2) Dublin Arts Center Operations Guide
3) Public Art Master Plan
323
2022
Parks and Recreation Master Plan
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Acknowledgements
City Council
Melissa Hernandez, Mayor
Jean Josey, Vice Mayor
Sherry Hu, Councilmember
Shawn Kumagai, Councilmember
Michael McCorriston, Councilmember
Parks and Community Services Commission
Kristen Speck, Chairperson
Sameer Hakim, Vice Chairperson
Mathew Giller, Commissioner
Vimal Pannala, Commissioner
Joe Washington, Commissioner
Daniel Colley, Alternate
Richard Thornbury, Alternate
Pratyush Rallapally, Student Representative
Staff
Linda Smith, City Manager
Colleen Tribby, Assistant City Manager
La Shawn
Butler, Parks and Community Services Director
Andrew Russell, Public Works Director
Bridget Amaya, Asst. Parks and Community Services Director Judy Miller, Management Analyst II
Consultant Team
GreenPlay, LLC
LandDesign
RRC Associates
For more information about this document,
contact City of Dublin Parks and Community Services Department, 100 Civic Plaza, Dublin, CA 94568,
Telephone:
925-556-4500 Email:
[email protected]
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Table of Contents
Int
roduction .................................................................................................................................................. 1 Overview ................................................................................................................................................... 1 City of Dublin History ................................................................................................................................ 2 Purpose ..................................................................................................................................................... 3 Dublin’s Parks and Recreation Overview .................................................................................................. 3 Methodology and Planning Process .......................................................................................................... 5 Background and Trends ................................................................................................................................ 6 Parks and Recreation Standards ............................................................................................................... 6 Existing Reports......................................................................................................................................... 8 Existing Parks Inventory .......................................................................................................................... 10 Dublin Public Facilities ............................................................................................................................ 13 Demographic Profile ............................................................................................................................... 14 Park and Recreation Influencing Trends ............................................................................................ 23 Parks and Recreation Trends Relevant to Dublin ................................................................................... 25 Community and Stakeholder Input ...................................................................................................... 29 Community Needs Assessment Survey ................................................................................................ 31 Analyses ...................................................................................................................................................... 35 Recreation Programming and Services ................................................................................................ 35 Key Level of Service (LOS) Findings ......................................................................................................... 37 Comparative Analysis .............................................................................................................................. 46 Funding ................................................................................................................................................... 48 Summary of Key Findings ........................................................................................................................ 51 Recommendations and Action Plan ............................................................................................................ 53 Recommendations .................................................................................................................................. 53 APPENDIX A: Survey Report ..................................................................................................................63 APPENDIX B: Existing Parks Assessment .........................................................................................113 APPENDIX C: 2015 Facilities Standards ...........................................................................................125 Attachment 1
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Table of Figures
Figure 1: Dublin Demographic Overview ............................................................................................................ 14 Figure 2: Dublin Population Annual Growth Rates (2010-2018) ........................................................................ 15 Figure 3: Projected Population Trends from 2000-2028 .................................................................................... 15 Figure 4: Median Age of Dublin between 2010 and 2026 .................................................................................. 16 Figure 5: Age Distribution in Dublin from 2010 to 2023 ..................................................................................... 16 Figure 6: 2018 Racial/Ethnic Diversity of Dublin ................................................................................................. 17 Figure 7: 2018 Median Household Income Distribution in Dublin ..................................................................... 18 Figure 8: Employment Overview in Dublin, California ........................................................................................ 19 Figure 9: County Health Ranking Model ............................................................................................................. 20 Figure 10: California Health Ranking Overview .................................................................................................. 21 Figure 11: Modifying Preventative Public Health through Systems Thinking ..................................................... 22 Figure 12: Adult Participation in Fitness Activities ............................................................................................. 23 Figure 13: Adult Participation in Outdoor Activities ........................................................................................... 24 Figure 14: Adult Participation in Sports Activities .............................................................................................. 24 Figure 15 : "Splash pad" (Google Trends) ........................................................................................................... 26 Figure 16: Example of A Splash Pad .................................................................................................................... 26 Figure 17: Interest and Participation in Pickleball .............................................................................................. 28 Figure 18: Trends in Outdoor Recreation by Ethnicity........................................................................................ 30 Figure 19: Key Findings from the Community Needs Assessment Survey .......................................................... 31 Figure 20: Usage of Current Facilities and Amenities ......................................................................................... 32 Figure 21: Increase Usage of Facilities ................................................................................................................ 32 Figure 22: Usage of Current Facilities and Amenities - Random Sample Respondents ...................................... 33 Figure 23: Usage of Current Facilities and Amenities - Open Link Respondents ................................................ 34 Figure 24: Satisfaction of Parks and Recreation Services ................................................................................... 35 Figure 25: Existing and Future Facility Map ........................................................................................................ 41 Figure 26: Existing and Future Facilities - GAP Analysis ...................................................................................... 42 Figure 27: Park Classifications per ½ Mile and ¼ Mile Buffer ............................................................................. 43 Figure 28: Park Classifications Map Displaying Unserved Areas......................................................................... 44 Figure 29: Future Planned Parks for Dublin ........................................................................................................ 45 Figure 30: Neighboring agencies with similar populations ................................................................................. 46 Figure 31: Five-Year Operating Expense-Revenue Analysis ................................................................................ 48 Figur
e 32: The Pyramid Methodology ................................................................................................................ 49 Figure 33: GreenPlay LLC's Service Assessment Matrix ...................................................................................... 50 Figure 34: Summary of Key Issues Matrix ........................................................................................................... 52 Table
1: Inventory of existing facilities within the Dublin parks system ............................................................ 11 Table 2: Inventory of Dublin future parks ........................................................................................................... 12 Table 3: Dublin Gender Distribution Compared to State and National Averages .............................................. 16 Table 4: Dublin Educational Attainment Compared to State and National Averages ........................................ 17 Table 5: Current Dublin Facility Supply as Compared to NRPA and City Metrics ................................................ 39 Table 6: Future 2028 Dublin Facility Supply as Compared to NRPA and City Metrics ......................................... 40 Table 7: City of Dublin Acreage Guidelines ......................................................................................................... 40 Table 8: 2021 Jurisdiction Comparisons by General Recreation and Park Components ..................................... 47 Table 9: Park Acreage Comparison ..................................................................................................................... 47 Table 10: Parks and Community Services Five-Year Cost Recovery Analysis* .................................................... 48 Attachment 1
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Introduction
Overview
Historically, parks have played a major role in the formation of a successful city. Since the early 20th Century, parks have held a variety of meanings to different groups of people at different times. To some, parks are primarily meant for children, with an emphasis on playgrounds and ball fields. To other groups, parks address the cultural needs of the community, providing theaters, museums, art exhibits, and conference facilities. And to others, the park system preserves and enhances the natural environment, providing opportunities to interact with nature in a more passive, non-structured setting.

A successful park system should incorporate all these components and more.

The City of Dublin has
placed great emphasis on
parks and recreation
programming to serve the
large number of families
that call Dublin home. Since
the 2015 Parks and
Recreation Master Plan was
adopted, several new areas
of the community have
been developed, and the
City has seen changes in the
types of recreational
programs and park
amenities being sought by the residents. In February 2019 the City retained the consulting services of GreenPlay LLC (GreenPlay) to update the 2015 Parks Master Plan through community input. The 2022 Parks and Recreation Master Plan not only focuses on the evaluation of existing facilities, programs, and services, but goes further to assess the community’s changing needs and to provide recommendations to improve the service offerings to residents. The community played a significant role in the development of the 2022 Plan, and the recommendations offered herein are reflective of their input in the process. The 2022 Plan establishes prioritized recommendations regarding facility improvements, park development, recreation programming, as well as identifying needed resources and funding associated with each action.

Grand Opening of Clover & Sunrise Park
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City of Dublin History
As a formerly rural community founded by Mexican and Irish settlers, Dublin’s history is long and storied; but its physical transformation has been most significant over the last 60 years. During the 1960’s, the area was transformed into a suburb when the first housing tracts were built in western Dublin. The City grew steadily from then onward and developed as both a residential and retail center.

Upon its incorporation in February 1982, the City of Dublin consisted of 3.54 square miles with approximately 4,428 housing units and an estimated household population of 13,700. In 1986, the Parks Reserve Forces Training Area (Camp Parks) was annexed into Dublin, adding 4.24 square miles to the City. By 1991, after a series of smaller annexations on the west side of Dublin, the City grew to 8.46 square miles and had approximately 6,904 housing units and an estimated household population of 19,755. In 1995, Dublin started growing eastward with the annexation of 2.4 square miles. Over the next 15 years, the City would grow to 14.62 square miles; and by 2010, Dublin had approximately 15,782 housing units and an estimated household population of 40,262.

In
2000, the City Council adopted Resolution 209-00, establishing an Urban Limit Line within the Western Extended Planning Area to protect land from development for a period of 30 years. In 2014, the City Council adopted the Dublin Open Space Initiative, removing the 30-year sunset clause for the Urban Limit Line in the Western Extended Planning Area and establishing an additional Urban Limit Line along the eastern edge of the Eastern Extended Planning Area.

The population of Dublin grew roughly 57% since 2010. The population increased from 46,063, from the 2010 census to the current level of 72,589 from the 2020 census. In 2013, Dublin was the second fastest-growing city in the state of California, behind only Santa Clarita. In 2019, census data showed Dublin as one of the fastest-growing cities in the country.

In 2020 Dublin started to see a shift in the growth rates which is consistent with a decrease in development. By 2028, the annual growth rate is expected to be around 1%. The City’s General Plan has a current build-out population estimate of 79,726. This will likely be adjusted following an update to the Housing Element of the General Plan, which is required by end of 2022 and 2023, respectively.

Participants at
Live N Rec Play
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Purpose
The purpose of the Parks and Recreation Master Plan update is to establish goals, standards, guiding policies, and an action plan to guide the City of Dublin in the acquisition, development, and management (operations and maintenance) of Dublin's park and recreation facilities through the ultimate build-out of the City in accordance with the General Plan.

The 2022 Master Plan update was developed to respond to the City’s growth and changing demographics. The Plan contains specific standards that guide the City's actions, as well as provides direction to other agencies and private developers regarding the framework under which Dublin is developing, maintaining, and operating its park and recreation system. Policies and programs from the 2015 Parks and Recreation Master Plan are included for reference and to provide a baseline from which changes are being made.

The Dublin climate allows for almost year-round use of park facilities. That fact, combined with the active, recreation-oriented lifestyle of the population, places a significant emphasis on the provision of high-quality amenities and ample recreational opportunities for the community. In the past five years, the City has experienced noticeable growth in sports and fitness activities taking place in parks and facilities. Sports seasons are becoming longer and new sports, such as cricket, futsal, and pickleball, are becoming popular with residents. Nationally recognized standards for park and recreation facilities establish thresholds that often do not reflect the recreational demands of a specific community. The standards and policies set forth in the 2022 Master Plan, while recognizing national and peer community standards, are unique to Dublin. They reflect the City's commitment to providing facilities and amenities that support a high quality of life for the community.

Dublin’s Parks and Recreation Overview
The City of Dublin currently provides 24 parks, totaling 237.04 acres. Dublin also maintains over 26.26 miles of greenways and trails. The series of routes stretches throughout the city and ranges from recreational trails to shared-use paths.

In the last few years, Dublin added to its plentiful park system with the development of three new
neighborhood parks, Jordan Ranch Park, Butterfly
Knoll Park, and Sean Diamond Park. These are in
addition to the Clover Park neighborhood square and
adjacent Sunrise Park nature area. The City also
completed the second phase of Fallon Sports Park in
2018, featuring two new soccer fields, a new 90-foot
baseball diamond, four bocce courts, an adventure
playground, and a public art piece, “Elatus.”
Construction of Fallon Sports Park - Phase 3 started in 2021 and is near completion.

Fallon Sports Park Soccer
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The Emerald Glen Recreation and Aquatic Complex, also known as The Wave, is a state-of-the-art aquatics facility that opened in May 2017. In addition to its seasonal waterpark facility, The Wave is open year-round for fitness classes, swim lessons, and recreational swimming.

The Emerald Glen Park Amphitheater opened at the same time as The Wave, offering opportunities for concerts, Dublin Farmers’ Market, and other community performances.

The adopted 2020-2025 Capital Improvement Program (CIP) includes the City’s next major community parks. The Don Biddle Community Park, which is currently under construction, is centrally located just east of the Iron Horse Trail along Dublin Boulevard. The Wallis Ranch Development will be an 8.75-acre park adjacent to the Wallis Ranch Community. The City Council approved the conceptual design to include lighted tennis courts, pickleball courts, and basketball courts. In addition, there will be a play structure, dog park, and public restrooms. The recreational amenities will span across three parcels of land along Rutherford Drive, bisected by Tassajara Creek. Lastly, with a recent grant award of just over 2 million dollars, the conceptual planning and design phase for the Iron Horse Nature Park has begun.

The CIP also incorporates Fallon Sports Park - Phase 3, providing for the completion of the final 14 acres of the community’s 60-acre Fallon Sports Park. The final phase is under construction and includes a cricket field, a five-bay batting cage, a playground, and four sand volleyball courts.

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Methodology and Planning Process
A project team consisting of City Staff, and members of the Parks and Community Services Commission was formed. This team provided input to the GreenPlay consulting team at key points throughout the planning process. As such, this plan leverages the consultant's expertise and incorporates the local knowledge and background which is only experienced when community and staff members are involved.

The project consisted of the following tasks:
• Review and consideration of existing reports, Master Plans, and budgets • Comparative analysis with similar agencies
• Community/stakeholder engagement and community survey • Facility inventory and existing condition assessment
• Trends and demographic analysis
• Cost recovery workshop
• Organizational review and analysis
• Recommendations: goals, objectives, and action plan
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Background and Trends
Parks and Recreation Standards
The City of Dublin offers a wide variety of recreational and cultural opportunities to the residents of Dublin. The City’s inventory of facilities generally meets the minimum service standards established by the Master Plan.

This Master Plan update addresses the program and facility needs of the anticipated future population growth. The development standards for new parks and facilities will provide for quality parks, trails, sports fields and recreation and cultural facilities needed at build-out in a manner that is fiscally sustainable to operate and maintain.

Two new categories of parks were included in the 2015 Master Plan, natural community park and downtown plaza.

Neighborhood Parks: Typically, a neighborhood park ranges from 4-9 acres in size and serves as a main center for the immediate surrounding community. These parks are uniquely tailored to the neighborhoods they serve and provide active recreation and a balance of amenities that appeals to a broad range of individuals.

Neighborhood Square: A smaller version of the neighborhood park, the neighborhood square reflects similar amenities catering to a focused group of users within high density areas. Averaging two acres, the squares offer unique features that foster communal gathering and social equity.

Downtown Plaza: Public gathering spaces with a range of 0.5-1.5 acres, these urban plazas take up a central location and are easily accessible while linking to the rest of the downtown area. Showcasing amenities such as seating areas, public art, small scale play structures, etc., downtown plazas provide a main social gathering space. The Dublin City Council adopted a Preferred Vision for Downtown Dublin which encompasses a Town Square. This one-acre park and plaza will serve as a gathering place designed with open space for activation and will concentrate on activities to possibly include a Farmer’s market, Yoga in the Park, play and water features.

Active Community Park: Generally, 10-60 acres, active community parks provide various amenities for a range of age groups meeting a wide range of community recreation and social needs. These parks, acting as social hubs, include large open space areas, sports fields and courts, aquatics facilities, a community center, multiple bicycling and hiking trails, and other natural and cultural facilities.

Natural Community Park: Natural community parks are
considerably larger in scale depending on location and
adjacencies. Having a more natural appearance and
unprogrammed, the intent of these parks is to focus on both passive and active recreation. The purpose of a natural community park is to bring people together to recreate and socialize within a low-intensity space. Amenities may include those similar to a neighborhood park, as well as a nature Attachment 1
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interpretive area, outdoor classrooms, group picnicking sites, trails, and community and/or children’s garden.

Community Facilities: Community facilities with multi-purpose space to hold numerous programs; this main social hub accommodates organized gatherings.

Indoor Recreation Center: Multi-purpose recreation centers offer a variety of activities and facilities catering to an active population. Programs aim to be inclusive of all-ages and encourage fitness and exercise.

Senior Center: Supplying a designated space for the mature adult population (65 years and older), Dublin's Senior Center provides a facility where the senior population can use, engage, and socialize with fellow community members.

Aquatic Facility: With both an outdoor and indoor recreational pool, water playground, water slides, rental space, and administrative offices, Emerald Glen Recreation and Aquatic Complex (The Wave) meets the programmatic needs for those looking for water exercise and fitness programs. With the various amenities, the modern-day water complex provides unique active opportunities.

Cultural Arts Center: Supplying opportunities for cultural, educational, and social events, these multi-use facilities are available to the entire community. Serving as a major public destination, the facility contains multi-purpose spaces including classrooms to support various year- round programming. A Cultural Arts Center is currently planned and included in the City’s Five-Year Capital Improvement Program. This 13,500 square foot center will serve as a multi-use facility that affords cultural, educational, and social opportunities for the community.

Regional Park/Open Space and Trails: Regional parks are not typically provided by cities as they serve multiple cities, cross political jurisdictions, and exceed 100 acres in size. The purpose of the regional park is to preserve natural resources, remnant landscapes, and open space. These parks often include nature- based experiences, such as trails, hiking and nature-viewing, and may contain active recreation areas, gardens, picnic facilities, and other special use areas. There are currently no existing regional parks owned or maintained by the City of Dublin, but thousands of acres nearby are available for use by residents.
• Dougherty Hills Open Space, owned by the City of Dublin, is currently not included within Dublin’s park inventory or acreage. It provides approximately 100 acres of open space and a 1.1-mile hiking trail just north of Dougherty Hills Dog Park.
• The City has the following open space trails:
◊ Alamo Canal Trail
◊ Alamo Creek Trail
◊ Donlon Canyon Trail and Loop
◊ Dougherty Road Multi-Use Trail
◊ Iron Horse Trail
◊ Martin Canyon Creek Trail
◊ Tassajara Creek Trail
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• The East Bay Regional Park District also provides valuable nature-based regional parks and trails for residents:
◊ Calaveras Ridge Regional Trail
◊ Dublin Hills Regional Park
◊ Iron Horse Regional Trail
◊ Tassajara Creek Regional Park
The Park
s and Recreation Facility Standards from the adopted Parks and Recreation Master Plan 2015 can be found in Appendix C.

Existing Reports
As part of the 2022 Master Plan preparation, GreenPlay reviewed existing plans guiding the actions of the City. Some of the highlights and accomplishments of the existing plans are included below.

Five-Year Capital Improvement Program
Every other year, the City Council adopts a five-year CIP, which includes a section on parks development.

Much of the parks development activity in Dublin is funded through development impact fees as defined in the Public Facility Fee Program. Each project is detailed in the CIP and includes detailed expenditures in the areas of improvements, other fees, and staffing costs.

The following major capital improvement projects were completed since the 2015 Parks and Recreation Master Plan was approved:
• Emerald Glen Recreation and Aquatics Complex
This project provides for the design and construction of the first phase of a Recreation and Aquatic Complex in Emerald Glen Park. The project is known as The Wave. Design was completed in December 2014 and construction began in April 2015. The Wave opened in May 2017.

The Wave includes a 31,940 square-foot facility with a community room; an indoor pool for lessons, and lap swimming; an outdoor competitive pool for water polo and swimming; a children’s play pool with slide and sprays, and a slide tower with high-speed slides and loop slides. This project also includes additional park acreage, a plaza and an amphitheater. A separate project, consisting of a Concession Building, was completed and operational for the 2018 Summer Season. • Imagine Playground at Dublin Sports Grounds
The Imagine Playground at Dublin Sports Grounds project provided for the rehabilitation of the existing playground into an all-abilities playground at Dublin Sports Grounds, located at Dublin Boulevard and Civic Plaza. This rehabilitation included the design and construction of an all-abilities playground, an all-inclusive picnic area, upgraded landscape, parking facilities, and pathways to improve accessibility and connectivity to other park features including the sports fields, and a new ADA-compliant restroom facility. This project was completed in March 2021. • Fallon Sports Park – Phase II
Fallon Sports Park is a 60-acre community park bordered by Fallon Road, Central Parkway, Lockhart Street and Gleason Drive. Phase I of the park was dedicated in July 2010. The 19.85-acre lower terrace consists of two synthetic turf soccer fields, a 90-foot lighted baseball diamond, restroom and concession building, adventure playground, group picnic area, parking, and landscape and street Attachment 1
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frontage improvements along Central Parkway and Fallon Road. This project was completed in Spring 2018.
• Sean Diamond Park
This 5.03-acre neighborhood park, located in the Positano development, includes a central gathering point with a public art focal point, playgrounds for ages 2-5 and 5-12, tennis court, picnic area, grass volleyball court, informal lawn area, restroom building, and pathways. This part was open to the public in spring 2018.
• Jordan Ranch Neighborhood Park
This 4.9-acre neighborhood park, located in the Jordan Ranch Development, includes a shaded playground with areas for ages 2-5 and 5-12; a group picnic area with tables and barbecues; an open space meadow for informal sports, games, and passive activities; basketball court; volleyball court; and a walking path with trail access. The land for the park was dedicated by the developer and was constructed by the developer. This park opened in February 2018. • Clover and Sunrise Park
Clover and Sunrise Park is a combination of a 10.75-acre nature community park and 2.0-acre neighborhood square in the Irongate Development, bordered by Central Parkway, Dublin Boulevard, Lockhart Street, and Fallon Road. The land for the park was dedicated by the developer and was constructed by the developer.
• Butterfly Knoll Park
The 1.08-acre neighborhood square in the Tassajara Hills Development (formerly Moller Ranch), offers visitors sweeping views of the surrounding hills and Tassajara Creek, themed playground, group picnic area, an amphitheater seating area, and more. The Park features a mural painted into the grand entry staircase, designed by Gates and Associates, and painted with the assistance of volunteers in the community. This park opened in January 2022. • Heritage Park and Pioneer Cemetery Renovation
The City has initiated a renovation of the Pioneer Cemetery. In Fall 2020, the City Council approved plans for the project in the Dublin Heritage Park along Donlon Way. While the Dublin Pioneer Cemetery is currently an active cemetery, there are no plots available for purchase. With the upcoming renovation of the cemetery, residents will have the opportunity to memorialize loved ones with a monument in their honor. This project was completed in Spring 2022.

City
of Dublin General Plan
The City of Dublin General Plan is a comprehensive policy document expressing the community’s long- term vision and provides a framework for future decision-making. The General Plan contains 12 elements addressing many aspects of the community including land use, housing, parks and open space, community design, infrastructure, safety, sustainability, and conservation of resources. The General Plan is the City’s overarching development policy document. All city policies and ordinances related to development must be consistent with the General Plan.

Chapter 3 of the City of Dublin General Plan is the Land Use & Circulation: Parks & Open Space Element.

Government Code sec. 65302(a) requires land use elements to designate open space for recreation, Attachment 1
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agriculture, visual enjoyment, and natural resources. Government Code sec. 65560 defines the following six categories of open space lands:

1. Open space for the preservation of natural resources.

2. Open space for the managed production of resources.

3. Open space for outdoor recreation.

4. Open space for public health and safety.

5. Open space in support of the mission of military installations.

6. Open space for the protection of Native American historical, cultural, and sacred sites.

Government Code sec. 65564 requires local open space plans to include action programs with specific programs to implement open space policies. Public Resources Code sec. 5076 requires demand for trail- oriented recreational uses be considered when developing the open space programs. It further requires the open space plan to consider integrating local trails with the state trails system. Policies and programs to provide open space both within and apart from development projects are included in this Parks and Open Space Element. Related provisions to protect specific natural resources through open space planning are included in the Conservation Element (Chapter 7 of the City of Dublin General Plan).

Exi
sting Parks Inventory
Dublin takes great pride in its parks, trails, and open space. These spaces provide opportunities for all residents to take part in social interactions and physical activities and contribute to the quality of life within the community.

The City of Dublin provides 24 parks, which include 18 neighborhood parks/square, five community parks, and one nature park totaling a combined 237.04 acres. These parks range from passive to active and are a mix of small neighborhood parks to a large aquatic complex.

In addition to these facilities, Dublin maintains over 26.26 miles of greenways and trails. The series of trails sprawls throughout the City ranging from recreational trails to shared use paths. The shared paths help connect the community of Dublin to some of the existing parks within the system. Moreover, some of these greenways and trails will help connect some of the parks planned for the future.

Inventory of Existing Facilities Within the Dublin Parks System:

The inventory of parks for the City of Dublin lists existing facilities found in every park (Table 3). Typical facilities within the Dublin Parks include, but are not limited to playgrounds, benches, grill stations/ BBQs, multipurpose lawn areas, planting beds, and tree canopies. The data for the asset inventory was collected by LandDesign and GreenPlay and this information was supplemented with GIS data from the City and additional site inventory visits.

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Total Acreage: 237.04
Table 1: Inventory of Existing Facilities Within the Dublin Parks System Attachment 1
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Table 2: Inventory of Dublin Future Parks
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Dublin Public Facilities
Active Community Parks (5)

1. Dublin Heritage Park & Museums - 1

2. Dublin Sports Grounds – 1

3. Emerald Glen Park – 1

4. Fallon Sports Park – 1

5. Shannon Park – 1
Am
phitheater (3)

1. Butterfly Knoll – 1

2. Emerald Glen Park – 1

3. Heritage Park – 1
Bas
eball/Softball Fields (18)

1. Dublin Sports Grounds – 7

2. Emerald Glen Park – 3

3. Fallon Sports Park – 7

4. Ted Fairfield Park – 1
Bas
ketball Courts (13)

1. Alamo Creek Park – 1

2. Bray Commons – 1

3. Dolan Park – 1

4. Emerald Glen Park – 2

5. Fallon Sports Park – 4

6. Jordan Ranch Park – 1

7. Positano Hills Park – 1

8. Schaefer Ranch Park – 1

9. Ted Fairfield Park – 1
BMX
Course (1)

1. Fallon Sports Park – 1
Co
mmunity Centers (4)

1. Shannon Community Center – 1

2. Sunday School Barn – 1

3. Old St. Raymond Church – 1

4. Senior Center
Cr
icket Fields (2)

1. Emerald Glen Park – 1

2. Fallon Sports Park – 1
Do g Run/Dog Park (2)

1. Bray Commons – 1

2. Dougherty Hills Dog Park – 1
Ne
ighborhood Parks/Squares (19)

1. Alamo Creek Park

2. Bray Commons

3. Butterfly Knoll

4. Clover Park

5. Cottonwood Park & School

6. Devany Square

7. Dolan Park

8. Dougherty Hills Dog Park

9. Jordan Ranch Park

10. Kolb Park

11. Mape Memorial Park

12. Passatempo Park

13. Piaz
za Sorrento

14. Positano Hills Park

15. Schaefer Ranch Park

16. Sean Diamond Park

17. Stagecoach Park

18. Sunrise Park

19. Ted Fairfield Park
Pl
aygrounds (25)

1. Alamo Creek Park – 1

2. Bray Commons – 1

3. Butterfly Knoll Park – 1

4. Clover & Sunrise Park – 1

5. Devany Square – 1

6. Dolan Park - 1

7. Dublin Sports Grounds – 1

8. Emerald Glen Park – 1

9. Fallon Sports Park – 1

10. Jordan Ranch Park - 1

11. Kolb Park – 1

12. Mape Memorial Park – 2

13. Passatempo Park – 1

14. Piazza Sorrento – 1

15. Positano Hills Park – 1

16. Schaefer Ranch Park – 2

17. Sean Diamond Park – 3

18. Shannon Park – 2

19. Stagecoach Park – 1

20. Ted Fairfield Park - 1
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Demographic Profile
To establish realistic and justifiable recommendations, an assessment of several influencing and relevant factors was conducted to identify unmet needs. This assessment included:
• Reviewing Dublin's demographic profile (current and predicted) • Understanding the community's needs and interests regarding current and potential future facilities, amenities, programs, and services
• Determining and considering relevant trends
• Conducting a community needs assessment survey to validate desires and interests • Reviewing and analyzing existing operational functions of the Department By analyzing population data, trends emerge that can inform decision-making and resource allocation strategies for the provision of parks, recreation, and open space management. This demographic profile was compiled in December 2021 from a combination of sources including the Esri Business Analyst, American Community Survey, and the 2020 U.S. Census. The following topics will be covered in detail in this report:

Gender & Age
Distribution
Population
Summary
Race/Ethnic
Character
Educational
Attainment
Household
Data
Employment
Health
Rankings
White Collar
Figure 1: Dublin Demographic Overview

2.7%
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Population
Growth rates can be a strong comparative indicator of an area's potential for economic development.

From 2010 to 2018, the population of Dublin grew about 4% annually. According to Esri Business Analyst, Dublin’s annual growth rate is expected to be double that of the United States through 2023, which is projected to grow at a rate of 1%.

Figure 2: Dublin Population Annual Growth Rates (2010-2018) Source: Esri Business Analyst
From 2018 to 2023, the growth rate slowed to an estimated 3.6 % annually. From 2023-2028, growth is estimated at around 1%. The City of Dublin’s General Plan currently estimates the build-out population to be 79,726 with minimal growth in future years.

Source: 2018 Esri Business Analyst,
City of Dublin General Plan
Figure 3: Projected Population Trends from 2000-2028
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Age & Gender Distribution
Dublin has an even distribution in gender, with slightly more females (50.7%) than males (49.3%). A comparison of state and national gender breakdown is shown below.

Ta
ble 3: Dublin Gender Distribution Compared to State and National Averages Dublin California USA
2020 Female Population (%) 50.7% 50.3% 50.8%
2020 Male Population (%) 49.3% 49.7% 49.2%
Source: 2021 Esri Business Analyst
The median age in Dublin in 2010 was 35.3 years, which was similar to California’s median age of 35.2 years. The current median age is 36.7 and is projected to decrease slightly to 36.0 years in 2026; California's median age will increase to 37.6 years.

Source: 2021 Esri Business Analyst
Looking at the population age breakdown by five-year increments in the figure below, there are a few key conclusions.
• The age distribution is expected to stay relatively the same from 2010 through 2026 The major changes expected are only within two percentage points. • The number of people in the 25-to-39 age group, which is currently the largest age cohort, is all projected to decrease slightly between 2010 and 2023.
• Age groups that are expected to increase in number include those between 10 and 19 years old, and between 55 and 79 years old.
2010

35.3 2020

36.7 2026

36.0 Source: 2018 Esri Business Analyst
Figure 4: Median Age of Dublin between 2010 and 2026
Figure 5: Age Distribution in Dublin from 2010 to 2023
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Race/Ethnic Character
In the United States, communities are generally becoming more diverse. Before comparing this data, it is important to note how the U.S. Census classifies and counts individuals who identify as Hispanic. The census notes Hispanic origin can be viewed as the heritage, nationality, lineage, or country of birth of the person or the person’s parents or ancestors before arrival in the United States. In the U.S. Census, people who identify as Hispanic, Latino, or Spanish are included in all of the race categories. Figure 6 reflects the approximate racial/ethnic population distribution.

Edu
cational Attainment
Analysis of the levels of educational attainment indicate Dublin has a higher percentage of graduate/professional degree holders (22%) than California (13%) and the United States (12%). In all, less than 10% of the population had not completed high school.

Table 4: Dublin Educational Attainment Compared to State and National Averages Level of Education Dublin, CA California USA
Graduate/Professional Degree 22.13% 12.55% 12.18%
Bachelor's Degree 34.00% 20.85% 19.60%
Associate Degree 6.28% 7.72% 8.45%
Some College/No Degree 14.41% 21.13% 20.52%
GED/Alternative Credential 2.65% 2.33% 3.96%
High School Diploma 11.03% 18.04% 23.00%
9th-12th Grade/No Diploma 5.24% 7.76% 7.07%
Less than 9th Grade 4.25% 9.60% 5.22%
Figure 6: 2018 Racial/Ethnic Diversity of Dublin
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Household Data
• The median household size is 2.96 in Dublin, compared to 2.95 in the state of California and 2.62 in the United States.
• According to Esri Business Analyst, less than 13% of residents live with some sort of hearing difficulty, vision difficulty, cognitive difficulty, ambulatory difficulty, self-care difficulty, and/or independent living difficulty.
• According to 2020 U.S. Census, the median home value in Dublin is $882,200, which is higher than the median home value of California overall ($505,000) and more than four times the value of the average home in the United States ($217,500).
• According to 2020 U.S. Census, there are 4% persons in poverty, while the rate in California is 11.5%. • Dublin households bring in a median income of $160,577 a year compared to the state of California at $75,235 and the United States at $62,843.
• Over a quarter of the population makes a household income of $200,000 or more. Almost 68% of all residents earn $100,000 or more.

Figure 7: 2018 Median Household Income Distribution in Dublin 2021 Esri Business Analyst
U.S. Census Bureau, 2020 Census
Residents enjoy concerts in the park
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Employment
• Roughly 87% of the population is employed in white collar positions, which typically perform in managerial, technical, administrative, and/or professional capacities. Only 8% were employed by blue collar positions, such as construction, maintenance, etc. In 2021, 4.1% of the population was unemployed (lower than California) and similar when compared to the United States at 4.2%. • In terms of commuting, only 19% of workers spend seven and one-half or more hours commuting per week, and 67.3% of commuters drive alone in a car to work.

Source: 2021 Esri Business Analyst; Bureau of Labor Statistics Figure 8: Employment Overview in Dublin, California
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Health Rankings
Understanding the status of the community's health can help inform policies related to recreation and fitness. Robert Wood Johnson Foundation's County Health Rankings and Roadmaps provide annual insight on the general health of national, state, and county populations. The 2020 Rankings model shown in Figure 9 highlights the topic areas reviewed by the Foundation.

The health ranking gauged the public health of the population based on "how long people live and how healthy people feel while alive,” coupled with ranking factors including healthy behaviors, clinical care, social and economic, and physical environment factors.

Source: Robert Wood Johnson Foundation, County Health Rankings 2020 Figure 9: County Health Ranking Model
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In 2021, the County Health Rankings Annual Report ranked Alameda County as the 14th healthiest county for health outcomes and 6th for health factors. The health rankings consider and weigh social and environmental factors that tend to directly impact the overall health of populations as illustrated in Figure 9. In 2021, the United Health Foundation’s America’s Health Rankings Annual Report did not provide an overall rank for California as in past years. California ranked 12 th in
2018 and 2019. An overview of strengths, challenges, and highlights are shown in Figure 10.

Source: United Health Foundation's America's Health Rankings Annual Report 2021 Figure 10: California Health Ranking Overview
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Positioning Parks and Recreation as Preventive Public Health In recent years, there has been a strong movement to identify and position parks and recreation agencies as preventive public health providers. Figure 11 provides a graphic that identifies key health factors (nutrition, physical activity, social engagement, transportation and access, and perceptions of safety) that can be modified by parks and agency strategies, working in tandem with a variety of community "actors"
- other providers, governmental agencies, and partners.

Figure 11: Modifying Preventative Public Health through Systems Thinking Attachment 1
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Figure 12: Adult Participation in Fitness Activities
Park and Recreation Influencing Trends
The changing pace of today's world requires analyzing recreation trends from both a local and national level. Understanding the participation levels of the city residents using data from the U.S. Census Bureau, combined with research of relevant national recreation trends, provides critical insights to help plan for the future of parks and recreation. These new shifts of participation in outdoor recreation, sports, and cultural programs are an important component of understanding and serving the community.

Part I: Recreation Behavior and Expenditures of Dublin Households Adult participation in recreation activities was provided by the U.S. Census for 2018, with an outline of the main highlights below:
• Walking for exercise was the most popular fitness activity at 27% adult participation in Dublin. • Dublin had a higher percentage of yoga participation (11%) than the state of California overall (9%). • Jogging/running (18%) and hiking (15%) were the most popular outdoor activities. Participation in those activities were higher than what was seen in California in 2018. • Approximately 12% of the adult population participated in road cycling, and 11% participated in golf - making these sports the next most popular outdoor activities. • Basketball (9%), soccer (5%), and tennis (5%) were the most popular sports for adults in Dublin which garnered strong participation.

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Figure 13: Adult Participation in Outdoor Activities
Figure 14: Adult Participation in Sports Act ivities
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Parks and Recreation Trends Relevant to Dublin
Administrative Trends for Recreation and Parks
The role of parks and recreation management has shifted beyond traditional facility oversight and activity programming. The ability to evaluate and interpret data is a critical component of strategic decision making. In an article in the Parks and Recreation magazine from February 2019, there are several strategies identified that allow agencies to keep up with administrative trends and become an agent of change.

1. Develop a digital transformation strategy - how will your agency innovate and adapt to technology?

2. An
ticipate needs of the community through data - what information from your facilities, programs, and services can be collected and utilized for decision making?

3. Continuous education - How can you educate yourself and your team to have more knowledge and skills as technology evolves?

4. Focus on efficiency - in what ways can your operations be streamlined?

5. Embrace change as a leader - how can you help your staff to see the value in new systems and processes?

6. Reach out digitally - be sure the public knows how to find you and ways they can be involved.

Aqua
tics and Water Recreation Trends
According to the National Sporting Goods Association (NSGA), swimming ranked second nationwide in terms of participation in 2018. Nationally, there is an increasing trend toward indoor leisure and therapeutic pools. Swimming for fitness is the top aspirational activity for "inactives" in all age groups, according to the Sports & Fitness Industry Association (SFIA) 2016 "Sports, Fitness and Leisure Activities Topline
Participation Report," representing a significant opportunity to engage inactive populations.

Additional indoor and outdoor amenities like spray pads, splash parks, and interactive fountains are becoming
increasingly popular as well. Communities are also concerned about water quality as well as conservation. Interactive fountains are a popular alternative because they are ADA- compliant and low maintenance. Trends in architectural
design for splash parks can be found in Recreation
Management articles in 2014 and 2015.

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Splashpads
Splash pads, or spray grounds, have seen enormous growth in popularity over the past decade. Simply looking at search terms over time (from 2004 to present) on Google Trends show more people are searching for this amenity.

The popularity of splash pads is geographical and more common in the Western United States.

According to a feature article from June 2016 titled "A Look at Trends in Aquatic Facilities," splash play areas were least common in the Northeast; only 31.9% of responding agencies had this amenity, compared to 55.8% of those in the West. Urban areas are more likely to have splash play areas than rural areas. This shift is most likely due to the benefits of splash play areas.

Compared to a traditional
aquatic facility, splash pads
typically incur lower
maintenance costs, less
programming, and lower
staffing costs. Over a third of
responding agencies said they
plan to add splash pads to
their list of features.

Figure 15 : "Splash pad" (Google Trends)
Figure 16: Example of A Splash Pad
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Conservation
One of the key pillars of parks and recreation is the role it plays in conservation. Managing and protecting open space, providing opportunities for people to connect with nature, and educating communities about conservation are all incredibly important. One key component of conservation is addressing climate change. Local parks and recreation departments can help by building climate resilient communities through water management, green infrastructure, and sustainability. A report by NRPA in 2017 titled "Park and Recreation Sustainability Practices" surveyed over 400 parks and recreation agencies and found the top five ways local departments are taking action on conservation and climate change:
• Alternative Transportation - 77% reduce carbon footprint through offering transportation alternatives
• Watershed Management - 70% adopt protective measures for watershed management • Air Quality - 53% plant and manage tree canopies that improves air quality • Sustainable Education - 52% educate the public about sustainability practices • Stormwater Management - 51% proactivity reduce stormwater through green infrastructure Cricket
Nearly 140 years before there was baseball, there was cricket. This sport, largely based on tradition, involves hitting a ball with a flat wooden bat and running back and forth on the field. It is most popular in New York, Florida, and California but has spread to all 50 states. According to an ESPN Cricket Editor Peter Della Penna, cricket is the country's fastest-growing sport "with 15 million fans and an estimated 200,000 players." Future plans and aspirations for the sport involve organized youth leagues, installation of proper cricket fields, a U.S. based professional league, and the creation of a U.S. National Cricket Team. According to NRPA's 2019 field report, 9.2% of agencies have a proper cricket field.

Futsal
Futsal is a small-sided soccer game that is generally played indoors on a basketball-sized court with five players on each team. Futsal is unique from soccer because it allows opportunities for players to gain technical skills by consistently touching the ball and actively engaging each player. With only five players on the field, there are more opportunities to dribble, pass, and score. Another primary difference between futsal and soccer is that futsal is a great introductory sport for beginners; the sport does not have some of the more complicated rules such as off-sides like soccer, nor does it have the intimidating full-length fields that require more endurance. In 2018, it was estimated that there are more than 12 million futsal players across 100 countries.

Pickleball
Pickleball continues to be a fast-growing sport throughout the United States. Considered a mix between tennis, ping pong, and badminton, the sport initially grew in popularity with older adults. However, now the sport is being taught in schools across the country. Pickleball will continue to grow, judging by its growth in the last several years. From 2016 to 2017, pickleball grew 12.3% to 2.815 million players.

Dedicated pickleball courts are desired by avid players, rather than playing on striped tennis courts.

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Figure 17: Interest and Participation in Pickleball
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Community and Stakeholder Input
Focus groups, stakeholder interviews, and a public forum were conducted April 9 - 11, 2019. Over the course of the three days, GreenPlay hosted 12 meetings and spoke with 117 community members and stakeholders. These meetings were held throughout the City. The goal of these sessions was to gather information that would guide the development of the community recreation needs assessment survey.

Participants included:
• Users/Community Members
• City Staff
• Stakeholders
• Commissioners
• Youth and Teens
Key recurring themes identified during this portion of the planning process include:
• Develop Non-Traditional Athletic Spaces (Cricket, Pickleball, Badminton) • Increased Programs for 12 to 25-Year-Olds
• Outdoor Gathering/Social Spaces (Downtown, Dog Parks, Outdoor Fitness) • Connectivity, Safe Ways to Bike/Walk Across Town
• Non-traditional Recreation Programming (Pop-up Activities, Traveling Art) • Desire for an Indoor Multi-use Facility
• Need for a Cultural Arts Center
• Improved Communication, Marketing, and Advertising
• Incorporate Existing Plans and Projects
• More Multi-Generational, Arts, and Cultural Programs
• Public Art is Valued by the Community
• Better Utilization of Facilities and Spaces
• Review “Cost Recovery” Policy and Philosophy
• Connect East and West Dublin
Emerald Glen Park Playground
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Recreation Preferences among Ethnic/Racial Groups
Figu
re 18: Trends in Outdoor Recreation by Ethnicity
Ethnicity Participation Rate
2016
5-year Average
Annual Growth
White 50% -.09%
Black 33% .04%
Hispanic 48% 1.8%
Asian 51% 1.2%
• Part
icipation among Asians has increased by 1.2% over the past five years while Caucasian participation has declined by 0.9%
• Black and Hispanic participants went on the most average outings per participant • Running was the most popular outdoor activity for almost all ethnicities; however, white participants participated in fishing at a higher rate than running Trail Recreation and Cycling Trend
In many surveys and studies on participation in recreational activities, walking, running, jogging, and cycling are nearly universally rated as the most popular activities among youths and adults. Walking, jogging, and running are often the most highly participated in recreational activity and cycling often ranks as the second or third most popular activity.

According to the National Recreation and Park Association (NRPA), the economic benefits of bicycling and walking include:
• Bicycling and walking projects create 8 to 12 jobs per $1 million spent, compared to just seven jobs created per $1 million spent on highway projects.
• Cost benefit analyses show up to $11.80 in benefits can be gained for every $1 invested in bicycling and walking.

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Community Needs Assessment Survey
As part of the project, a statistically valid survey was conducted to assess the opinions, desires, and needs of residents in Dublin. The survey was conducted using three primary methods: 1) a mailed survey to 3,500 households in Dublin, 2) an online, password-protected, random sample website, and 3) an open link survey for all other residents who were not included in the random sample. Random sample respondents were given a unique password to participate through the online survey. Approximately two weeks after the mailed surveys began arriving in mailboxes, the open link survey was made available to all residents who did not receive the random sample survey. Results are kept separate to maintain the statistical validity of the random sample. The random sample contains 324 completed surveys (margin of error: 5.4%) with the open link closing with 119 completed surveys.

After reviewing all data received through the survey the consultant team summarized key findings from the survey which are below in Figure 19. These findings present a quick overview of the survey outcomes. The full survey report can be found in Appendix A. The purpose of the community needs assessment study was to gather community feedback on Dublin Parks and Community Services facilities, services, programs, amenities, future planning, communication, and more.

Dublin respondents highlighted community/neighborhood parks, the Dublin Public Library, and trails and bikeways as most important to their household.

Satisfaction is generally high in most parks and recreation categories for random sample respondents. Open link respondents are slightly less satisfied, but more respondents are positive about all categories.

Adult recreation programs, special events, aquatic facilities and programs, and heritage and cultural arts programs are the four facilities/services identified by the matrix for improvements.

For the new Cultural Arts Center, respondents identified art classrooms, and performance and event space as the two most desired additions for the facility.

Open-ended comments praised Dublin for what it provides and offers for the community. Specific park- improvements were suggested along with additions for programs and new facilities.

Figure 19: Key Findings from the Community Needs Assessment Survey Attachment 1
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Other findings from the survey are listed on the following pages. The findings were integrated to develop recommendations and actions for the 2022 Master Plan update.

Usage of current facilities and amenities
The Dublin Public Library (70%), Emerald Glen Park (68%), and a variety of "other" neighborhood/ community parks (54%) are used most frequently in Dublin by random sample respondents. The Wave at Emerald Glen Park (39%), Fallon Sports Park (37%), and Shannon Community Center (33%) follow in usage. Respondents from the open link are more likely to participate/use nearly all facilities in the community, especially Fallon Sports Park.

Increase usage of facilities
Random sample respondents would use recreation facilities more often if more programs/community events (39%) were held, more or improved restrooms (31%) were utilized, if there was better condition/ maintenance of facilities (28%), and lower pricing/user fees (27%) were addressed. Open link respondents were more apt to say they desired lower pricing/user fees (34%) and more facilities (28%) than invite respondents.

Figure 22: Usage of Current Facilities and Amenities
Figure 25: Increase Usage of Facilities
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Greatest Needs in Dublin
Random sample respondents indicated on a scale of 1 - 5, with 1 being not at all important and 5 being very important, the greatest needs in Dublin over the next 5 to 10 years could be: City parks and open space (4.4), trail and pathway connectivity (4.4), and improved amenities (4.1). A second tier of importance included youth and teen programs (3.8), indoor multi-use facility (3.8), athletic fields and courts (3.8), and cultural activities and events (3.8).

Figure 28: Usage of Current Facilities and Amenities - Random Sample Respondents Attachment 1
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Open link respondents indicated the greatest needs in Dublin over the next 5 to 10 years to be: City parks and open space (4.1), trail and pathway connectivity (4.1), improved amenities (4.0), and youth and teen programs (4.0). A second tier of importance included indoor multi-use facility (3.8) and athletic fields and courts (3.7).

Figure 31: Usage of Current Facilities and Amenities - Open Link Respondents Attachment 1
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Analyses
Recreation Programming and Services
The Department provides a variety of programs and services to the community. These include:
• Aquatic Programs
• Community Events and Festivals
• Cultural and Special Events
• Family Programs
• Heritage and Cultural Arts Programs
• Preschool Programs
• Recreational Activities
• Senior Programs
• Sport Programs
The Department also operates a number of facilities that provide programs and are also available for rentals. These include:
• Dublin Civic Center
• Dublin Heritage Park and Museums
• Dublin Public Library
• Dublin Senior Center
• Shannon Community Center
• Stager Gymnasium
• Emerald Glen Recreation and Aquatics Complex (The Wave) In general, random sample respondents from the survey are quite satisfied with parks, recreation facilities, events, and programs/services. Parks received the highest average rating (4.3 out of 5.0) with facilities (4.1) following. Events and programs were reported with the lowest satisfaction (4.0), but the average is still moderately high with few respondents stating negative opinions. Open link respondents were similar in rankings, but slightly less satisfied in all categories.

Figure 34: Satisfaction of Parks and Recreation Services Attachment 1
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Program Development
Defining and prioritizing core services in the delivery of parks and recreation programs will allow the City of Dublin Parks and Community Services Department to improve these areas while developing strategies to assist in the delivery of secondary services. The basis of determining core services should come from the vision and mission developed by the City and what brings the greatest community benefit in balance with the competencies of the department, current trends, and the market.

The Department should pursue program development around the priorities identified by customer feedback, program evaluation process, research, and should proactively seek offerings to represent the diverse cultures and ethnicities of Dublin. The following criteria should be examined when developing new programs:
• Need: outgrowth of a current popular program, or enough demonstrated demand to successfully support a minimal start (one class for instance)
• Budget: accounting for all costs and anticipated (conservative) revenues should meet cost recovery target established by the Department
• Location: appropriate, available, and within budget
• Instructor: qualified, available, and within budget
• Materials and supplies: available and within budget
• Marketing effort: adequate and timely opportunity to reach intended market, within budget (either existing marketing budget or as part of new program budget) Research into the types of programming desired by the community needs to be conducted regularly.

Successful programs utilize continuous creative assessments, research, and planning. The Department has a process to evaluate the outcomes of current program offerings and a criterion to determine if new program ideas should be implemented, or if changes should be made to current programs. Staff should ensure this process is used frequently to maintain successful programming.

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participants to justify the programs continuation. Starting new programs based on community demand and/or trends can be risky due to the inability to predict their success. If the program interest seems high, as with those identified in the citizen survey, then the programs should be expanded. Availability of space may hinder new or expanded opportunities in some cases.

Using historical participation levels to determine program popularity and participant feedback can be helpful in deciding if programs should be continued. In addition, utilizing citizen surveys and participant feedback, and researching trends in park and recreational programming are useful tools in determining future programming needs and desires. Sources for trends information include:
• State Parks and Recreation Associations and Conferences • National Recreation and Parks Association
• Parks and Recreation Trade Publications
Key Level of Service (LOS) Findings
This section describes the process and findings used to provide an inventory and level of service analysis for the City of Dublin. The inventory was conducted in May 2019. It is synthesized into numerous sections that provide a breakdown for Dublin's existing parks and recreation system. The goal is to provide future recommendations for park and facility development.

The process for outlining and evaluating the strengths and weaknesses of the existing parks and recreation system includes:

1. A description of existing park classification types along with an accompanying inventory.

2. A level of service analysis which analyzes Dublin's existing inventory and compares to a national metric. This level of service analysis also measures the existing facility inventory to Dublin's standards set by the 2015 Master Plan.

3. A gap analysis showing the existing geographic areas of Dublin currently underserved by the existing parks system.

4. An existing park/facility evaluation. This evaluation is a rating with respect to safety, condition, and maintenance for the facility. An evaluation was made by LandDesign for each of the existing parks within Dublin’s system.

The full Inventory and Level of Service Report can be found in Appendix B.

Level of Service (LOS) Analysis
LOS analysis is a commonly used method to examine how well a community's park and recreation needs are being met
through a comparison to metrics of the nation, the state, and comparable municipalities. The LOS analysis is used in
conjunction with other types of information gathered in the Master Planning process, such as staff and public input, demographic analysis, trends, and observations to provide a clearer understanding of each community's needs.

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Population size can be an important factor for
assessing park and recreational needs.

Traditionally, park and recreation analyses have
been based on the ratio of parkland provided to
population (i.e. 5 acres/1,000 people). Dublin’s
2015 Master Plan establishes a goal of five acres
of parkland per 1,000 residents for the purposes
of assessing its public facility fee for parkland
acquisition and improvement. Based on the
Dublin parks and recreation system analysis,
Dublin's population is expected to grow to 79,726
residents by 2028. For comparison, Dublin is in a
category of other cities with populations between 50,000 to 99,000 residents.

Referencing the National Park and Recreation Association (NRPA) data benchmarking, on average, similarly sized jurisdictions often have 8.5 acres of parkland per 1,000 residents. Currently, Dublin ranks below the lower quartile in comparable cities according to available NRPA resources. If all proposed parks are built by the year 2028, Dublin will still rank significantly lower than the lower quartile for a population of 79,726 residents. The City currently has 24 improved parks that total 237.04 acres, representing approximately 3.27 acres of parkland per 1,000 residents. Capacity analysis benchmarking indicates there is a need for more parkland now and for the future as the City's population continues to grow. It is important to note these numbers do not include all the open space residents have access to, such as school parks and regional parks, which are provided by others.

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LOS for Park Facilities - National and Dublin
Another level of service assessment compares the availability of facilities (i.e. playgrounds and fields) to national (NRPA) and other cities with similar populations. In the LOS Facility Chart below (Table 5), it is apparent Dublin exceeds the standards for baseball and softball fields. Facilities that fall below the metrics include soccer fields, tennis courts, basketball courts and other sports fields. As future parks within development areas come online, the facility type and composition for each park should be reviewed to ensure the needs of the community are being and will be met (see Table 6).

Table 5: Current Dublin Facility Supply as Compared to NRPA and City Metrics

CURRENT

DUBLIN FACILITY SUPPLY AS COMPARED TO NRPA AND CITY METRICS CITY OF DUBLIN GUIDELINES *Based on the 2015 Master Plan Standards/Current Population

FACILITY TYPE CURRENT SUPPLY
(Number of Facilities)
RECOMMENDED # FACILITIES/

RESIDENTS PER CITY OF DUBLIN

METRICS

CURRENT SURPLUS /DEFICIT
(Number of Facilities)
Soccer Field 16 1 per 3,500 -4.74
Baseball/Softball Field 18 1 per 9,350 10.24
Tennis Court 20 1 per 2,700 -6.88
Basketball Court 13 1 per 4,300 -3.88
Cricket Field 2 1 per 40,000 0.19
Volleyball Court 9 1 per 17,000 4.73
NRPA GUIDELINES *Based on the current population

FACILITY TYPE CURRENT SUPPLY
(Number of Facilities)
RECOMMENDED # FACILITIES/

RESIDENTS PER NRPA

METRICS

CURRENT SURPLUS /DEFICIT
(Number of Facilities)
Soccer Field 16 1 per 19,000 12.18
Baseball/Softball Field 18 1 per 7,500 8.32
Tennis Court 20 1 per 5,500 6.80
Basketball Court 13 1 per 8,570 4.53
Volleyball Court 9 1 per 19,800 5.33
Trails – All Classes *26.26 miles *11 miles/jurisdiction *15.26 miles Playgrounds 25 1 per 4,000 6.85
Swimming Pools 2 1 per 50,800 0.57
Community Centers 4 1 per 50,600 2.57
Senior Centers 1 1 per 69,100 -0.05
Recreation Centers 2 1 per 44,300 0.36
Amphitheater 3 1 per 62,600 1.84
Skate/BMX Park 2 1 per 62,300 0.83
Dog Parks 2 1 per 24,500 -0.96
Historic Cemetery 1 N/A N/A
The chart above compares the number of facilities currently within the Dublin parks and recreation system. These tables also compare the number of facilities currently within the Dublin parks and recreation system to national averages determined by the NRPA for a jurisdiction with a population between 50,000 and 99,999.

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Table 6: Future 2028 Dublin Facility Supply as Compared to NRPA and City Metrics 2028

DUBLIN FACILITY SUPPLY AS COMPARED TO NRPA AND CITY METRICS CITY OF DUBLIN GUIDELINES *Based on the 2015 Master Plan Based on Build Out Population ( 79,726)

FACILITY TYPE CURRENT
SUPPLY
(# of Facilities)

FACILITIES

CURRENTLY

PLANNED
FUTURE
TOTAL
RECOMMENDED # FACILITIES/

RESIDENTS PER CITY OF

DUBLIN METRICS
2028 SURPLUS
/DEFICIT
(# of Facilities)
Soccer Field 16 3 19 1 per 3,500 -3.78
Baseball/Softball Field 18 0 18 1 per 9,350 9.47
Tennis Court 20 8 28 1 per 2,700 -1.53
Basketball Court 13 5 18 1 per 4,300 -0.54
Cricket Field 2 0 2 1 per 40,000 0.01
Volleyball Court 9 0 9 1 per 17,000 4.31
NRPA GUIDELINES *Based on Build Out Population (79,726)

FACILITY TYPE CURRENT
SUPPLY
(# of Facilities)

FACILITIES

CURRENTLY

PLANNED
FUTURE
TOTAL
RECOMMENDED # FACILITIES/

RESIDENTS PER NRPA

METRICS
2028 SURPLUS
/DEFICIT
(# of Facilities)
Soccer Field 16 3 19 1 per 19,000 14.80
Baseball/Softball Field 18 0 18 1 per 7,500 7.37
Tennis Court 20 8 28 1 per 5,500 13.50
Basketball Court 13 5 18 1 per 8,570 8.70
Volleyball Court 9 0 9 1 per 19,800 4.97
Trails – All Classes *26.26 miles *11 miles/jurisdiction *15.26 miles Playgrounds 25 7 32 1 per 4,000 12.07
Swimming Pools 2 0 2 1 per 50,800 0.43
Community Centers 4 1 5 1 per 50,600 3.42
Senior Centers 1 0 1 1 per 69,100 -0.15
Recreation Centers 2 1 3 1 per 44,300 1.20
Amphitheater 3 1 4 1 per 62,600 2.73
Skate/BMX Park 2 0 2 1 per 62,300 0.72
Dog Parks 2 2 4 1 per 24,500 0.75
Historic Cemetery 1 0 1 N/A N/A
The chart above compares the number of facilities currently within the Dublin parks and recreation system. Additionally, this table compares the number of facilities currently within the Dublin parks and recreation system to national averages determined by the NRPA for a jurisdiction with a population between 50,000 and 99,999. Dublin’s population is expected to grow to 79,726 people by 2028.

Table 7: City of Dublin Acreage Guidelines

DUBLIN FACILITY SUPPLY AS COMPARED TO CITY METRICS
CITY OF DUBLIN GUIDELINES *Based on the 2015 Master Plan Guideline of 5 Acres/1,000 Persons

CURRENT PARK
SUPPLY*
FUTURE
PARKS**
SCHOOL PARKS* OPEN
SPACE*
TOTAL***
Acres 237.04 116.84 113.24 121.00 588.12
Acres/1,000 Residents 3.27 1.47 1.56 1.67 7.38
*Current park supply was calculated through GIS inventory and is a summation of Table 1. Park supply table was populated using the 2020 population of 72,589.
**Future park and total supply were calculated by the 79,726-population projection for Dublin’s build-out. ***Total acreage/1,000 residents calculated using Dublin’s full-buildout population of 79,726.

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GAP/ LOS ANALYSIS:

The Existing and Future Facility Map illustrates the gaps in service and park access. Parks are considered accessible if they lie within the level of service area, an area overlaying a quarter-mile buffer around each of the existing parks and trails within Dublin's system (Figure 25). In this way, populations not served by the existing system could be illuminated. Through this analysis, GreenPlay found the current underserved communities are predominantly in the peripheral areas of Dublin. Many of these gaps are made smaller because of the joint use facilities and trails, and new park development and opportunities should be sought in areas of high population growth and/with service gaps areas.

Figure 37: Existing and Future Facility Map
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Figure 40: Existing and Future Facilities - GAP Analysis Attachment 1
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Figure 43: Park Classifications per ½ Mile and ¼ Mile Buffer Attachment 1
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Fu
ture Planned Parks Analysis Map (Figure 29) illustrates that many planned parks will begin to resolve some of the gaps in the currently underserved areas of Dublin.

Figure 46: Park Classifications Map Displaying Unserved Areas Attachment 1
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Figure 49: Future Planned Parks for Dublin
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Comparative Analysis
Comparative analysis (benchmarking) is an important tool that allows for comparison of certain attributes of the Department's assets and facilities. This process creates a deeper understanding of facilities provided to the community, Dublin's place in the market, and varying amenities and facilities, which may be used to enhance and improve the service delivery of parks and recreation. It is very difficult to find exact comparable communities because each has its own unique identity, ways of conducting business, and differences in the populations that it serves. The political, social, economic, and physical characteristics of each community make the policies and practices of each park and community services agency unique.

Additionally, agencies do not typically define the expenditures of parks, trails, facilities, and maintenance the same way. Agencies also vary in terms of how they organize their budget information, and it may be difficult to assess whether the past year's expenses are typical for the community.

Therefore, it is important to take all data in a benchmarking comparison within context, realizing while benchmarking can be a great comparative tool; it doesn't lend itself into being a decision-making tool.

For the purposes of this study, a regional approach was taken to benchmark neighboring agencies with similar populations. Figure 30 shows the locations of these agencies:

1. Dublin

2. Danville

3. Pleasanton

4. San Ramon
2 4
1 3
Figure 52: Neighboring agencies with similar populations Attachment 1
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Table 8: 2021 Jurisdiction Comparisons by General Recreation and Park Components Benchmarking Areas Dublin Danville Pleasanton San Ramon Population 72,589 43,582 81,717 84,605
Total Number of Parks 24 13 49 57
Number of Swimming Pools 2 2 1 2
Total Mileage of Trails 26.26 27.2 23.86** 18.0
Number of Community Centers 3 3 2 4
Total Parkland Acreage 237.04 278 1,437 377
* Population data for other agencies was provided by Dublin from the 2020 Census. **For purposes of this comparison, we have deleted the golf course.

The agencies ranged in population from approximately 43,582 to 84,605 residents. Dublin, at 72,589 people, had the second lowest population out of those compared. San Ramon was the most populous at 84,605.

Table 9: Park Acreage Comparison
Benchmarking Areas Dublin Danville Pleasanton San Ramon Total Number of Parks 24 13 49 57
Total Parkland Acreage 237.04 278 1,437 377
Total Park Acres/1,000 Residents 3.27 6.38 17.59 4.46
Sum
mary of Benchmarking
• Dublin, at 72,589 people, had the second lowest population. • Dublin has the second lowest number of parks.
• Dublin has the lowest acreage for parks.
• Dublin has the second highest total miles of trails.

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Funding
Current Circumstances
Review of the Parks and Community Services Departments budgets over the last five years reveal significant fluctuation in revenues and expenses. These fluctuations are due to the opening of The Wave in May 2017, and then subsequent impacts of the Covid-19 Pandemic. As the Parks and Community Services Department continues to adapt and adjust due to prolonged budgetary impacts related to Covid-19, an emphasis should be placed on minimizing the ongoing general fund subsidy and meeting or exceeding budgeted revenues and expense goals.

Cost Recovery
The Department currently has an approved pricing policy of 65% cost recovery (expenses to revenue) as adopted by the City Council. A more detailed cost recovery strategy would allow the Department to address long-term fiscal sustainability. Implementing a more robust cost recovery philosophy and policy also allows agencies to demonstrate they are accountable for, and are responsible with, resources.

Sustainable financial positions can be developed using cost recovery methods. Information can be used to make data-based decisions and allow for an organization to keep tax dollars in place to support mission-based services and programs. Additionally, during the master planning process, GreenPlay conducted a cost recovery workshop using the Pyramid Methodology. This is a state-of-the-industry process for establishing the benefit of programs and services provided by the department. The methodology then allows the department to establish cost recovery goals based on benefit provided and not revenue generated. A sample of the Pyramid is shown in Figure 32.

Ta
ble 10: Parks and Community Services Five-Year Cost Recovery Analysis* Fiscal Year 2016-17
Actual
2017-18
Actual
2018-19
Actual
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Cost Recovery 47% 64% 69% 49% 25% 39%
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
2016-17 Actuals 2017-18 Actuals 2018-19 Actuals 2019-20 Actuals 2020-21 Actuals 2021-22 Adopted Expenses Revenues GF Subsidy
Figure 55: Five-Year Operating Expense-Revenue Analysis Attachment 1
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The City calculates cost recovery based on Parks and Community Services costs including programs, classes, events, and administration. The chart above does not include budgets for Human Services, Library Services, or Public Art. Over the five-year review, these budgets have changed between inclusion in the Parks and Community Services Department and non-departmental. Since City Council February 2018 adoption of the Fiscal Sustainability Task Force recommendation of a 65% cost recovery goal, the Parks and Community Services Department came close, achieved, or was on track to meet the stated cost recovery goal. This goal, along with a more robust cost recovery policy and long-term fiscal sustainability, should be at the forefront of the Department’s budget planning. This is especially important related to the Covid-19 pandemic and budget impacts that began in Fiscal Year 2019-20 and are carrying through Fiscal Year 2021-22 and possibly beyond.

Figure 32: The Pyramid Methodology
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Services Assessment
Currently, the department uses an informal process for evaluating the delivery of programs and services to the public. By formalizing the process by which the department regularly evaluates those services it provides during a given year, more effective use of resources can be achieved. Figure 33 below illustrates how four criteria - Fit, Tax Support, Market Position, and Alternative Coverage - can help determine whether a program or service should be continued, modified, or divested from by the Department.

Figure 33: GreenPlay LLC's Service Assessment Matrix
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Summary of Key Findings
Generally, findings from the public input process consistently identified an appreciation of existing facilities, programs, and services being offered by the City of Dublin.

Key issues were identified using several tools including review of existing plans and documents, focus groups, stakeholder meetings, a community survey, inventory, and level of service analysis. The information gathered from these sources was evaluated and recommendations were developed that address these key issues and recurring themes:
• Develop Non-Traditional Athletic Spaces (Cricket, Pickleball, Badminton) • Increased Programs for 12- to 25-Year-Olds
• Physically connect East and West Dublin
• Enhanced Utilization of Facilities and Spaces
• Develop Non-traditional Recreation Programming (Pop-up Activities, Traveling Art) • Increase Indoor Multi-Use Facility
• Need for Cultural Arts Center
• Improved Communication, Marketing, and Advertising
• Incorporate Existing Plans and Projects
• More Multi-Generational, Arts, and Cultural Programs
• Connectivity, Safe Ways to Bike/Walk Across Town
• Benchmark Facility Rental Process and Rates
• Public Art is Valued by the Community
• Review Cost Recovery Policy and Philosophy
• Need for more Outdoor Gathering / Social Spaces (Dog Parks, Outdoor Fitness) A Summary Key Issues Matrix was provided as a staff resource document and is shown in Figure 34 on page 51.

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Figure 34: Summary of Key Issues Matrix
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Recommendations and Action Plan
Residents and community leaders are increasingly recognizing parks and recreation facilities, programs, and services are essential to creating and maintaining communities where people want to live, work, play, socialize, recreate, learn, and visit. These amenities should be investments in the long- term vitality and economic sustainability of any active and desirable community. The City of Dublin Parks and Community Services Department is committed to providing comprehensive, high-quality parks, programs, facilities, and services to the community.

Recommendations
The following recommendations are made based on the entirety of the Master Plan study, which was inclusive of members of the community. The public was given many opportunities to participate through focus groups, stakeholder meetings, public meetings, an invitation needs assessment survey, and an open link needs assessment survey. A Level of Service (LOS) analysis and funding analysis were also conducted.

This section describes ways to enhance the level of service and the quality of life with implementable actions through improved parks, services, facilities, programs, amenities, a dedication to customer service, improved programming and service delivery, organizational efficiencies, and increased financial opportunities.

Recommendations, including specific goals and objectives, have been categorized into the four focus areas:
• Focus Area #1 - Facilities and Amenities
• Focus Area #2 - Program and Service Delivery
• Focus Area #3 - Organizational Efficiency
• Focus Area #4 - Finance
The primary focus is maintaining, sustaining, and improving the City of Dublin’s parks, facilities, programs, and services. Funding availability and political and community support will play significant roles in future planning efforts.

Tim
eframe to complete is designated as:
• Short-term (up to 3 years)
• Mid-term (4-6 years)
• Long-term (7-10 years)
• Ongoing (occurs on a continuous basis)
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 GOAL 1: Add New and Improve Existing Infrastructure and Amenities Objective 1.1: Continue to maintain and improve existing facilities, parks, trails, and open spaces.

Maintenance of facilities and amenities should be a priority. The Department should continue to work with Public Works to monitor the condition of existing parks, trails and pathways, and facilities, as these facilities have been identified by residents as being of high importance. Maintenance projects and annual maintenance needs should be funded on a regular schedule to address the aging infrastructure. Priorities for future maintenance projects for these areas should be developed and reviewed regularly.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

1.1.a Develop capital improvement plans, costs,
and phasing recommendations and
implementation plans based on annual
inspection reports.

Staff time Staff Time Short-Term

1.1.b Develop a Deferred Maintenance plan
using the inventory from the 2022 Parks
and Recreation Master Plan, and
evaluation of amenities, to fix items
needing immediate attention in parks.
(FY 2023-24).

Varies based
on existing
budget and
new projects
Staff time -
working with
Public Works
Sh
ort-Term

1.1.c As parks are renovated and new parks
are built, utilize drought tolerant plants
and ground cover to limit the need for
irrigation.

Varies based
on budget
allocation
Staff time -
working with
Public Works
Mid-Ter
m

1.1.d Implement monthly inspections of all
facilities, parks, trails, and open spaces. N/A Staff time Ongoing Objective 1.2: Explore improving/adding bike paths and walking trails.

Walking and biking connectivity were identified as a high priority during the engagement process.

Based on trends and demand, the City should look for opportunities to improve/add bike paths and walking trails. The City should invest in continuing to acquire lands in and around Camp Parks that could provide a northern connection between east and west Dublin. Utilize the Bicycle and Pedestrian Master Plan for additional recommendations.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

1.2.a Work with the Planning and Public Works
Departments to implement Bicycle and
Pedestrian paths, based on the Bike/Ped
Plan, as road improvements occur.
(FY2022-2027)
Costs are
outlined in the
Bicycle and
Pedestrian
Master Plan
St
aff Time Lo
ng-term

1.2.b Ensure all capital construction roadway
and corridor projects use a Complete
Streets methodology to guarantee bicycle
and pedestrian mobility.

TBD Staff Time Long-Term
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1.2.c Continue to work with partners to
improve existing trails and increase
parkland (Iron Horse Nature Park and
Open Space).

Costs are
established in
the CIP
Staff Time Short-Term
Objective 1.3: Explore adding parks, open spaces, and natural areas.

The Department should continue to look for opportunities to add open spaces and work to preserve natural areas. Access and use should focus on environmental protection and education, as well as passive recreation.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

1.3.a Continue to look for opportunities to add
open space and work to preserve natural
areas. Include “preserved (natural) open
space” in the park inventory and GIS
database.

TBD Additional
Staff Time Ongoing

1.3.b Continue to develop park space as new
development occurs to maintain the City’s
minimum 5 acres/1,000 residents
standard.

TBD Additional
Staff Time Ongoing
Objective 1.4: Develop additional or repurpose existing indoor recreational facilities and amenities.

An existing priority for Dublin residents, expressed during this study, is the need for additional indoor facilities and amenities. Both the focus group participants and stakeholder interviews indicated a lack of space to expand programming, that existing spaces were too general to conduct diverse programs, and there was a perceived lack of rental space for private functions.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

1.4.a Explore opportunities to add indoor
programming space by reviewing current
program schedules and determining if
additional time is available based on
usage and availability.

TBD Staff Time Ongoing

1.4.b Explore opportunities to renovate existing
indoor spaces to accommodate more
specialized programs and activities.

TBD Staff Time Ongoing

1.4.c Once the Cultural Arts Center is complete,
utilize classroom space in the new center
for programming.

Staff Time Staff Time Mid-Term
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Objective 1.5: Develop additional outdoor recreational facilities and amenities.

Continue to explore renovation and repurposing of existing facility spaces to meet demand and increase outdoor programming opportunities. A desire for creating gathering spaces in the community was expressed by the public. Focus group participants and survey respondents indicated the installation of shade structures would increase their usage of outdoor facilities.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

1.5.a Continue to look for opportunities to
renovate or repurpose existing outdoor
space to meet the demand for non-
traditional athletics (cricket, pickleball,
futsal, and badminton).

Estimates:

Futsal - $25K
Cricket - $10K
Staff Time Ongoing

1.5.b Create outdoor gathering spaces to
bring the community together.

Examples
include Downtown Square, dog parks,
and outdoor fitness/exercise areas.

Costs will vary
based on
project and
location
Staff Time Mid-Term

1.5.c Look for opportunities to add shade
structures at existing and future
playgrounds and gathering spaces.

Costs will vary
based on
project and
location
Staff Time Ongoing

1.5.d Develop non-traditional sports facilities
such as cricket, pickleball and futsal.

Costs are
established in
the CIP
Staff time Short-Term

1.5.e Add outdoor fitness equipment in one or
more locations.

Estimate $5K
per piece - 8
piece station
$40K
Staff Time Mid-Term
Objective 1.6: Develop the planned, new Cultural Arts Center.

The City has begun the process of converting the existing Police Services Building into a Cultural Arts Center. Utilizing existing needs assessment and feasibility studies, A Cultural Arts Center has been designed to meet the needs of survey respondents. Survey respondents indicated their priorities for use of the space would be a performance and event space, art classrooms, music classrooms, and an art gallery space. The new Cultural Arts Center is scheduled to open in 2023.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

1.6.a Renovate the Police Services Building into
a Cultural Arts Center. Funding currently
exists in the FY 2020-25 CIP.
$11,797,035
based on
current CIP
Staff Time Short-Term
Objective 1.7: Continue adding Public Art in parks and recreational facilities.

The Department currently has a Public Art Program. Along with the update of the Parks and Recreation Master Plan, the Public Art Master Plan was also updated as part of this process and approved in June 2020. Most survey respondents (87%) supported continuing the Public Art Program.

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Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

1.7.a Continue to look for opportunities to add
Public Art in parks and public spaces.

Consider parks on the west side of Dublin
where public art is currently lacking. The
Public Art Master Plan provides guidance
for selection and implementation.

Costs will vary
based on
specific project
and location.

Staff Time Short-Term
 GOAL 2: Continue to Improve Programs, Service Delivery, and Affordability Objective 2.1: Continue to monitor the participation and usage of programs, facilities, and services and make appropriate adjustments based on collected data.

The Department should continue to conduct regular facility and participation counts for programs, facilities, and services to determine usage by residents and non-residents. Evaluate the feasibility of continuing current programs or changing program offerings to better utilize available resources.

Actions Capital Cost
Estimate
Operational
Budget
Impact
Timeframe to
Complete

2.1.a Track attendance and participation
numbers to determine the impact of the
facilities and programs.

N/A Staff Time Ongoing

2.1.b Conduct program evaluations at the end
of each session to determine
participants' level of satisfaction and
direct appropriate programming changes
or adjustments.

N/A Staff Time Ongoing

2.2.c Proactively recruit instructors and
intentionally seek class offerings that
represent the diverse cultures and
ethnicities in Dublin.

N/A Staff Time Ongoing
Objective 2.2: Enhance special event programming.

As identified by focus groups and survey respondents, expanding opportunities, and enhancing special event programming was identified as a priority. The Department should continue to look for opportunities to expand community events and cultural activities based on community demand and trends.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

2.2.a The Department should work with other
service providers to explore new special
events, possibly themed by the
community or season of the year.

N/A Staff Time Ongoing
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Objective 2.3: Explore opportunities to increase programming and service delivery based on community demand and trends.

Focus group participants and survey respondents expressed a desire to increase recreational programming and services. They identified youth, teens, seniors, and specifically participants between the ages of 12 and 25.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

2.3.a Use the Parks and Community Services
Commission, and the Youth and Senior
Advisory Committees, to continue to
evaluate the current level of
programming.

N/A Staff Time Ongoing

2.3.b Expand program opportunities for
multi-generational, arts and culture,
fitness/wellness, outdoor recreation, and
environmental programs.

N/A Staff Time Short-Term

2.3.c Consider alternative ways to bring
programming to the community such as
pop-up and mobile recreation.

N/A Staff Time Ongoing

2.3.d As new programs and services are
developed and implemented, continue to
create a balance between passive and
active recreation.

N/A Staff Time Ongoing
Objective 2.4: Continue to monitor affordability of programs and services.

As the popularity of program offerings and activities increase, the Department should look for opportunities to expand and enhance programs and services that are affordable to the community.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

2.4.a Monitor resource allocation, spending,
and cost recovery associated with
program and services.

Annually perform a detailed study of the
costs associated with each program and
service.

N/A Staff Time Ongoing
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 GOAL 3: Continue to Improve Organizational Efficiencies Objective 3.1: Improve departmental marketing and communication and grow the identity of Department programs and events.

The City has adopted a brand as the New American Backyard. The Department should continue to promote and grow the New American Backyard brand. Increase the avenues used to promote the New American Backyard brand through expanded social media postings, additional giveaways, and increased signage.

Actions Capital Cost
Estimate
Operational
Budget
Impact
Timeframe to
Complete

3.1.a Continue to evaluate the Department's
Marketing Plan to improve awareness
and communication with the community
by using a mixed methods approach to
reach diverse users.

N/A Staff Time Short-Term
Objective 3.2: Enhance and improve external communication regarding Department activities, programs, and services to increase community awareness.

The Department utilizes several effective marketing tools and strategies actively promoting parks and recreation services in the community. These tools include, but are not limited to, Activity Guide, Newsletters, posters/flyers, City website, Facebook, Twitter, Instagram, and email. Focus group attendees expressed concerns about the facility rental process.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

3.2.a Continue to evaluate and refine
marketing strategies to reach diverse
users based on target markets and
consider investment in technology and
social media.

N/A Staff Time Short-Term

3.2.b Continue to monitor new facility
reservation module. Seek further input
from users to improve the process and
make easier to utilize.

N/A Staff Time Short-Term

3.2.c Enhance efforts to inform Dublin
residents how to submit requests for
additional classes that are reflective of
the City’s diversity.

N/A Staff Time Short- Term
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 GOAL 4: Increase Financial Opportunities
Objective 4.1: Explore additional funding options.

As the City considers funding responsibilities for parkland acquisition, development and maintenance, several funding opportunities are available to the City of Dublin, such as State and Federal grants.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

4.1.a Review annual grant opportunities from
Land and Water Conservation Funds, the
Urban Parks and Recreation Recovery
Program, Safe Routes to Schools, and
other County, State, and Federal Grant
programs and apply accordingly.

N/A Staff Time Ongoing

4.1.b Continue to seek alternative funding from
donations. Set annual donation goals and
bring awareness of goals to the
community.

N/A Staff Time Ongoing
Objective 4.2: Review current program and rental fees.

The Department should review current program and rental fees to ensure they are equitable, and the fees are resulting in the appropriate cost recovery. A further refined cost recovery philosophy and policy would provide a model to set fees and appropriately allocate resources.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

4.2.a Develop and utilize a tiered cost recovery
model that creates financial sustainability
and the framework for developing
program budgets.

N/A Staff Time Short-Term

4.2.b Continue to monitor revenues and
expenses for programs and rental fees to
ensure the department is meeting goals
set by the City Council adopted Master
Fee Schedule.

N/A Staff Time Ongoing

4.2.c Develop and set rental fees based on
amenities, facility size, and user group
definition.

N/A Staff Time Short-Term
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Objective 4.3: Explore capital funding opportunities and implement existing plans.

Funds have been allocated for capital improvements for various park and recreation facility upgrades, renovations, and developments through the 2020 – 2025 Capital Improvement Program.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

4.3.a Pursue funding opportunities that were
identified by the consultant for long
range implementation.

N/A Staff Time Ongoing

4.3.b Capital funds for FY2020-2025 have been
identified and appropriated for current
needs identified in this Master Plan. These
identified projects should be
accomplished in their scheduled time
frame.

N/A Staff Time Ongoing
Objective 4.4: Explore opportunities to increase sponsorships.

The Department should continue to explore additional sponsorship arrangements for special events and activities.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

4.4.a Develop an annual sponsorship campaign
that targets large corporations with like
values.

N/A Staff Time Ongoing

4.4.b Communicate regularly with existing
sponsors and donors to partnerships and
accurately portray all benefits with signed
sponsorship agreements.

N/A Staff Time Ongoing
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City of Dublin, CA | Parks & Recreation Master Plan

APPEND
IX A:

Survey Report
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City of Dublin 2019 Parks and Recreation
Survey
Final Report
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INTRO, METHODOLOGY & KEY FINDINGS

TABLE OF CONTENTS

CURRENT PARTICIPATION

CURRENT FACILITIES AND PROGRAMS

FUTURE FACILITIES, AMENITIES, AND PROGRAMS

COMMUNICATION AND VISION

SUGGESTIONS

VALUES AND VISION
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INTRODUCTION
The purpose of this study was
to gather community feedback
on the City of Dublin’s facilities,
programs, trails, future
planning, public art,
communication, and more.

This survey research effort and
subsequent analysis were
designed to assist the City of
Dublin in developing a plan to
reflect the community’s needs
and desires.
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METHODOLOGY
The survey was conducted using three primary methods: 1) a mailed survey to 3,500 households in Dublin, 2) an online, password protected invitation website, 3) an open link survey for all other residents who were not included in invitation sample.

Invitation respondents were given a unique password to participate through the online survey. Approximately two weeks after arriving at mailboxes, the open link survey was made available to all residents who did not receive an invitation survey.

Results are kept separate to maintain the statistical validity of the invitation sample. The invitation sample contains 324 completed surveys (margin of error:

5.4%) with the open link closing with 119 completed surveys.

For the analysis herein, the results will primarily focus on the invitation sample. The results for the open link sample are provided and compared throughout the report; however , the results for the invitation survey are only results considered statistically-valid.
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WEIGHTING THE DATA
The underlying data from the
invitation data were weighted by
age to ensure appropriate
representation of Dublin residents
across different demographic
cohorts in the sample.

Using U.S. Census Data, the age
distributions in the sample were
adjusted to more closely match the
population profile of Dublin.

Due to variable response rates by
some segments of the population,
the underlying results, while
weighted to best match the overall
demographics of residents, may not
be completely representative of
some sub-groups of the Dublin
population.
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KEY FINDINGS
Dublin respondents highlighted community/neighborhood parks, the Dublin Public Library, and trails and bikeways as most important to their household. • Respondents keyed in on these three facilities as most important in both the invite and open link samples; solidifying their importance across the larger spectrum of the overall community.

Satisfaction is generally high in most parks and recreation categories for invitation respondents. Open link respondents are slightly less satisfied, but more respondents are positive about all categories.
• Satisfaction for parks, facilities, programs, and events for invite respondents is quite high with all categories receiving an average rating of at least 4.0. Open link respondents are slightly less satisfied, but that finding is common in parks and recreation research.

Adult recreation programs, special events, aquatics facilities and programs, and heritage and cultural arts programs are the four facilities/services that are identified by the matrix for improvements.
• The above four facilities/programs are perceived as being higher than average importance, but lower than average needs met. These could be areas of opportunities for Dublin to expand and/or improve on in the future.
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KEY FINDINGS
More programs/community events for recreation facilities and more shaded areas for parks were identified to increase participation rates. • Respondents identified these two top improvements that could be made for increasing their participation rates of facilities and parks, respectively. Also highlighted were more/improved restrooms for facilities and safer biking/walking connections for parks.

For the new Cultural Arts Center, respondents identified art classrooms, and performance and event space as the two most desired additions for the facility.
• Respondents also identified music classrooms and dance studios as top needs for the new facility.

Open-ended comments praised Dublin for what it provides and offers for the community. Specific park-improvements were suggested along with additions for programs and new facilities.
• Overall, respondents commented on how impressed they were with Dublin’s ability to provide high quality services and facilities. However, there are some areas of improvement indicated by the open-ended comments.
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DEMOGRAPHICS
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DEMOGRAPHIC PROFILE
9 Respondents are nearly split in identifying as male (46%) and female (54%). Of invitation respondent nearly 55% of households state they have kids in the home. Age, a weighted variable, displays a representation equal to that of the U.S. Census estimates for Dublin. Results indicate the sample consists of a wide cross- section of respondents from Dublin.

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DEMOGRAPHIC PROFILE
10 A portion of random sample and open link respondents identify as Hispanic / Latino / Spanish origin (7% and 8%, respectively). The majority of random sample respondents identify as White (45%) with Asian (44%), Black or African American (4%), and another race (7%) following in selection (small sample size for open link respondents). Annual income skews high for random and open link respondents.

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DEMOGRAPHIC PROFILE
11 Most invite respondents own their own home (81%) and 6% have a need for ADA-accessible facilities and services. Approximately 41% of invite respondents have lived in Dublin for more than 10 years, with 31% living in town between 4 – 10 years. Open link results trend similar.

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CURRENT PARTICIPATION
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FAMILIARITY WITH PARKS AND RECREATION
13 Dublin invite respondents are moderately-to-mostly familiar (rating 3 or 4) with parks and recreation facilities and services. About 54% of respondents rated their familiarity either a 4 or 5 (“very familiar), while 33% rated their familiarity 3 out of 5. Only 13% rated either a 1 or 2 out of 5. Open link respondents are more familiar than invite respondents overall.

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FAMILIARITY BY AGE
14 By age, familiarity is strongest for those aged 45-54 with 39% rating their familiarity a 5 out of 5 (using both invite and open link samples). Those under 35 are least familiar with Dublin’s parks and recreation services, with those 75 and older less familiar too. Households most likely to be aged in the range to have children are more familiar than most other age ranges.

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FAMILIARITY BY LENGTH OF TIME IN DUBLIN
15 When cross-tabbed by length of time in Dublin, respondents who have lived longer in the community are more familiar with the parks and recreation services offered, a likely trend.

However, there may be room to further promote and on-board new residents to what is offered in Dublin for parks and recreation activities and services. Those who have lived in Dublin less than three years are much less likely to know what is offered.

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USAGE OF FACILITIES/AMENITIES
16 The Dublin Public Library (70%), Emerald Glen Park (68%), and a variety of “other” neighborhood / community parks (54%) are used most frequently in Dublin by invite respondents. The Wave at Emerald Glen Park (39%), Fallon Sports Park (37%), and Shannon Community Center (33%) follow in usage. Respondents from the open link are more likely to participate/use nearly all facilities in the community, especially Fallon Sports Park.

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MOST FREQUENT USAGE
17 When asked to choose the facility respondents use the most, Emerald Glen Park (25%) and “Other” neighborhood / community parks (19%) rise to the top for invite respondents. Dublin Public Library (15%) and Fallon Sports Park (15%) are close behind as the next two most used facility/amenity for invite respondents. Open link respondents are much more likely to cite the Fallon Sports Park (28%) as one their most commonly used facility.

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INCREASING USAGE OF FACILITIES
18 Invite respondents would use recreation facilities more often if more programs/community events (39%) were held, more or improved restrooms (31%) were utilized, better condition/maintenance of facilities (28%), and lower pricing/user fees (27%) was addressed.

Open link respondents were more apt to say they desired lower pricing/user fees (34%) and more facilities (28%) than invite respondents.

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INCREASING USAGE OF PARKS
19 Invite respondents would use parks more frequently if there were more shaded areas (52%), safer biking and walking routes/connections (35%), and more programs in parks (35%). Open link respondents were similar, but had a higher response for increased/improved lighting (32%) to encourage higher participation rates in parks.

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CURRENT ACTIVITIES AND FACILITIES
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SATISFACTION
21 In general, invite respondents are quite satisfied with parks, recreation facilities, events, and programs/services. Parks received the highest average rating (4.3 out of 5.0) with facilities (4.1) following.

Events and programs were reported with the lowest satisfaction (4.0), but the average is still moderately high with few respondents stating negative opinions. Open link respondents were similar in rankings, but slightly less satisfied in all categories.

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SATISFACTION BY AGE
22 By age, satisfaction tends to increase in older age ranges. The least satisfied age grouping are those aged 35-44 who reported lower ratings in nearly every category compared to other age groups. Those 65-74 had the highest average satisfaction ratings compared to other groups. It appears that those who are most likely to have young children may be the most critical in their satisfaction, which is commonly seen in other parks and recreation studies too.

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MOST IMPORTANT CURRENT OFFERINGS - INVITE
23 The most important facilities/services to invite respondents are neighborhood/community parks (4.5) and the Dublin Public Library (4.4). Trails and bikeways (4.2) are a close third in terms of importance. These three options are of much higher in importance for invite respondents.

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MOST IMPORTANT CURRENT OFFERINGS – OPEN LINK
24 The most important facilities/services to open link respondents are neighborhood/community parks (4.5) and the Dublin Public Library (4.3). Trails and bikeways (4.1) are a close third in terms of importance for this group as well. Youth and teen programs are considerably more important for open link respondents when compared to invite. The overall trend is similar though.

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NEEDS MET OF CURRENT OFFERINGS - INVITE
25 When asked how well these facilities are meeting the needs of Dublin, the Dublin Public Library (4.2), Dublin Senior Center (4.1), and three tied at 4.0 (athletic fields, Shannon Community Center , and Neighborhood/community parks) are best meeting the needs of Dublin for invite respondents. The facilities that are least meeting the needs of invite respondents are non-traditional athletic fields and Stager Gym.

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NEEDS MET OF CURRENT OFFERINGS – OPEN LINK
26 For open link respondents, the Dublin Public Library (4.2), athletic fields (3.9), neighborhood/community parks (3.8), and Shannon Community Center (3.8) are most meeting their needs. Senior programs (3.2) are least meeting the needs of this group, but they are also not that important overall to open link respondents.

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IMPORTANCE-PERFORMANCE MATRIX
27 High importance/
Low needs met High importance/
High needs met
Low importance/
Low needs met
Low importance/
High needs met
These amenities are important to most
respondents and should be maintained
in the future, but are less of a priority for
improvements as needs are currently
being adequately met.

These are key areas for potential
improvements. Improving these
facilities/programs would likely
positively affect the degree to which
community needs are met overall.

Current levels of support appear to be
adequate. Future discussions evaluating
whether the resources supporting these
facilities/programs outweigh the benefits
may be constructive.

These “niche” facilities/programs have a
small but passionate following, so
measuring participation when planning
for future improvements may prove to
be valuable.

Survey results from the previous questions are combined in a graphic illustration that shows the “importance” of facilities on the Y-axis and the “needs met” ratings on the X-axis. As described below, these matrices provide a means to evaluate potential priorities based on survey data.

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IMPORTANCE-PERFORMANCE MATRIX (INVITE)
28 High importance / Low needs met
High importance / High needs met
Low importance / Low needs met Low importance / High needs met Page | 91
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IMPORTANCE-PERFORMANCE MATRIX (OPEN LINK)
29 High importance / Low needs met
High importance / High needs met
Low importance / Low needs met Low importance / High needs met Page | 92
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FUTURE FACILITIES, AMENITIES,
& PROGRAMS
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31 GREATEST NEEDS IN DUBLIN - INVITE
Invite respondents
indicated the greatest
needs in Dublin over
the next 5 to 10 years
to be; City parks and
open space (4.4), trail
and pathway
connectivity (4.4) and
improved amenities
(4.1). A second tier of
importance included
youth and teen
programs (3.8), indoor
multi-use facility (3.8),
athletic fields and
courts (3.8), and
cultural activities and
events (3.8).

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32 GREATEST NEEDS IN DUBLIN – OPEN LINK
Open link respondents
indicated the greatest
needs in Dublin over the
next 5 to 10 years to be;
City parks and open
space (4.1), trail and
pathway connectivity
(4.1) and improved
amenities (4.0), and
youth and teen
programs (4.0). A second
tier of importance
included indoor multi-
use facility (3.8) and
athletic fields and
courts (3.7).

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FAMILIARITY WITH PUBLIC ART
33 Familiarity with public art in Dublin is split for both invite and open link respondents. About 49% of invite respondents and 34% of open link respondents are “not at all familiar” or unfamiliar (rated 1 or 2), 24% of invite and 31% of open link are somewhat familiar (rated 3 out of 5) and 24% of invite and 34% of open link are familiar to very familiar (rated 4 or 5). Overall, familiarity is not as strong for public art as it is for general parks and recreation facilities and services.

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AGREEMENT WITH PUBLIC/CULTURALART
34 Respondents were asked to state their agreement with four statements about public art in Dublin. In general, invite respondents were positive for cultural and performance art. In all categories, many more respondents were positive than negative on public art’s influence and place within Dublin. Open link respondents had less overall support, but still had more respondents agreeing than disagreeing with the statements on public art.

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SUPPORT FOR PUBLIC ART
35 Despite individuals not being completely aware of public art, a majority of invite respondents would support additional areas to display it in Dublin. About 57% of invite rated their support either a 4 or 5, while 42% of open link said the same. Overall, open link respondents are slightly more likely to not support public art, but they still represent a smaller share than those that would support more areas.

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SUPPORT FOR PUBLIC ART BY AGE
36 Support for public art varies slightly by age. In particular, younger age groups reported stronger support than those older. Those under 45 years old had the strongest levels of support while those 75 and older had the least support. Overall, more respondents in each age group supported the idea than did not support it.

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CULTURALARTS CENTER ACTIVITIES
37 When asked what
respondents would
like to see in the new
Cultural Arts Center,
invite and open link
respondents trended
similar. Art classrooms
(68% invite),
performance and
event space (66%
invite), and music
classrooms (59%
invite) were the top
three choices for both
groups.

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COMMUNICATION
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COMMUNICATION EFFECTIVENESS
39 Communication effectiveness was rated moderately high by both invite and open link respondents. About 54% of invite and 51% of open link rated Dublin’s communication effectiveness either a 4 or 5 out of 5. Only 19% of invite and 22% of open link rated the communication as “ineffective” (1 or 2 out of 5).

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COMMUNICATION EFFECTIVENESS BY AGE
40 When examined by age, those under 35 had the lowest rating of effectiveness overall with 33% rating either 1 or 2 out of 5. Those 65-74 had the highest rating with 77% rating the effectiveness either a 4 or 5. There may be opportunities to improve communication of parks and recreation offerings with new/younger generations within the community.

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COMMUNICATION EFFECTIVENESS
41 When asked which method of communication is best for the respondent, both the invite and open link cited the activity guide/brochure (68% invite, 67% open link) and E -mail from the City (58% invite, 73% open link) as the top two options. Open link respondents were more apt to desire parks and recreation information via social media (54%) while newsletters were more common for invite respondents (46%).

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VALUES AND VISION
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VALUES AND VISION
43 $
Invite respondents see Dublin’s parks and recreation providing the following top benefits for the community:
recreational experiences (82%), promoting health and wellness (75%), and strengthening community image/sense of place (64%). Open link results were similar for most benefits/purposes of parks and recreation.

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SUGGESTIONS
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ADDITIONAL COMMENTS/SUGGESTIONS
At the end of the survey, respondents were given the opportunity to provide any additional comments about parks and recreation facilities and programs, needs, and opportunities in Dublin. Prominent themes include praise for what Dublin offers, a need to continue maintenance, specific individual park improvements, and a need for more facilities/parks. Random selections of verbatim responses from all open-ended questions related to each theme are shown in the slides to follow. A full listing of responses is provided in the appendix. 45 Do you have any further comments regarding facilities, activities, or services provided by the Dublin Parks and Recreation Department? Page | 108
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ADDITIONAL COMMENTS/SUGGESTIONS

PRAISE FOR CURRENT OFFERINGS
46 Thanks to the leadership for making Dublin a wonderful place. I would recommend to please review the current ecological situation before allowing any other houses construction.

We as a family are fond of parks & public spaces
that Dublin offers. We are in favor of green
Dublin city which is walkable, cyclable &
promotes beautification of city through local
businesses and artists. We heart Dublin
Dublin does a nice job of promoting their parks and rec facilities.

Our use of many of Dublin's fine facilities are limited now that our children are grown and live in other cities with their children. We appreciate the efforts Dublin has made to have parks in so many communities in our City.

Overall I think Dublin does good with their parks, recreation, and programs. I wish they would have more shade at parks and restrooms available. Dublin parks are a great place for kids.

Thank you for providing such fantastic
amenities already! The city clearly cares and
works hard to have accessible facilities and
programs. It is really impressive. I really look
forward to more outdoor space and think
partnerships with EBRPD and others would
be beneficial. Keep up the great work, and
thank you for making Dublin a special place
to live.

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ADDITIONAL COMMENTS/SUGGESTIONS

PARK-SPECIFIC IMPROVEMENTS
47 Please cut grass shorter and more often at all parks. Enforce dogs on leashes. I can't say it enough. Thank you for asking the people of Dublin for their opinion. It is greatly appreciated.

I would love to see a dog park on the east side
so we don't have to drive to Dougherty Hill dog
park.

Several parks don't have adequately clean public restroom. Also these are few indoor facilities or shade areas for people during summer. Availability for birthday party events is also limited.

The grass put in at Dougherty Dog park already
dead in some areas. It was a waste of money.
needs to be different ground cover. Also
maintenance has to be kept up.

I think we need an inexpensive family swim option - not all the bells and whistles of the Wave - still upset about the closure of the city pool near DHS. I have to go to San Ramon for private swim lessons/family swimming. My husband would like more tennis court options in W. Dublin.

Dublin has an abundance of parks to explore. We are looking forward to the updates and improvements at the City Sports Park with the All Inclusion Park. We hope that is a grand addition and that many more renovations and improvements are made to that area overall. We would like to see many more small child friendly facilities at the Dublin Library. We'd also like to see more fun activities in general on the calendar at the library. It's a bit off putting and disturbing that we see more Restraining Order Clinics than creative and fun activities for children.

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ADDITIONAL COMMENTS/SUGGESTIONS

MAINTENANCE AND UPDATES
48 We need to improve our soccer facilities to
encompass more fields and also Futsal courts.

Athletic courts in sport park are not balanced. Too many softball courts and under used, while tennis courts are too crowded!!
During the summer it's hot in Dublin during sunlight hours.

Suggest adding lights and offering after dark hours to same parks like dog parks and kids parks
Please work harder to keep the Pioneer Cemetery cleaned & maintained also Kolb house & surrounding buildings are in need of better maintenance / repair.

Please finish developing the neighborhood
park close to Wallis Ranch (across the street
from Quarry Lane school). The “future
neighborhood park” sign has been up for 3
years already. would love to be able to use it!
Thank you!
I would want cleaner bathrooms at public parks and add more charging stations for electric cars.

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City of Dublin, CA | Parks & Recreation Master Plan

APPENDIX
B:

Existing Parks
Assessment
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EXISTING DUBLIN PARKS

ASSESSMENT
The parks assessment was completed in 2019. Butterfly Knoll Park and Clover & Sunrise Parks were not complete at the time of the assessment and are not included. *Each park assessment lists opportunities, that if addressed, could improve the park. Many of those items have been completed and are identified with an asterisk.

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EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA

ALAMO CREEK PARK

5.3 ACRES

NEIGHBORHOOD PARK
7601 SHADY CREEK ROAD
INVENTORY:

Large informal field
• Public art
• Trail connection
• Basketball court
I OVERALL PARK RATING: 1.9 (EXCELLENT)
KEY FINDINGS:

Actively used park with various activities for all ages, picnic OPPORTUNITIES:

I · Maintain or replace picnic tables due to graffiti*
area with three barbecue grills and picnic tables that seat • consider adding additional shaded seating areas people under nice shady tree canopies. One advantage of this park is that it serves as a trailhead to the Dublin trail system.

KEY FINDINGS:

BRAY COMMONS

4.8 ACRES

NEIGHBORHOOD PARK
3300 FINNIAN WAY
INVENTORY:
• Dog run(20lbs.or unde0
• Volleyball court (grass)
• Multi-purpose field
• Excellent trees
I OVERALL PARK RATING: 1.7 (GOOD)
OPPORTUNITIES:

I • Play equipment has sun damage
• Replace dried out ground cover planting
Plethora of shady trees along pathways and large central lawn space with various amenities including a grassy volleyball court embody this parks character. In addition to the park's other amenities, Bray Commons also features various game tables, including chess and checkers table tops. Dog run • Typically, neighborhood parks may include the following additional facilities: playgrounds
for dogs 20 lbs. or under and various seating opportunities peppered throughout the park add to the experience.
10/25/19 EXISTING CONDITIONS .l.......J
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EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

Park services surrounding neighborhood and includes
a labyrinth and a water play area. Nice large trees along pathways and ample space for children's play area are a nice addition to this park. A lack of restroom facilities may present an opportunity for enhancement.

KEY FINDINGS:

Excellent walking trail with break out fitness stations and signage engage users within this park. Separate play areas targeting different age groups, and large shade structure with numerous picnic tables creates respite from the sun.
10/25/19

DEVANY SQUARE

2.0 ACRES

NEIGHBORHOOD PARK
4405 CHANCERY LANE
INVENTORY:

Large flexible space
Children's play area
Children's water play area
I OVERALL PARK RATING: 2.0 (EXCELLENT)
OPPORTUNITIES:

I • Replace or maintain sun damaged playground equipment • Typically, neighborhood parks may include the following additional facilities: unlit sports courts, and
additional non-competitive sports fields

DOLAN PARK

4.9 ACRES

NEIGHBORHOOD PARK
11651 PADRE WAY
INVENTORY:
• Shaded picnic shelter
• Hilly - not a lot of flat space for informal field
Large public art installation; 12' high x 14' long steel "arm" Basketball court with lights
• Fitness equipment stations
I OVERALL PARK RATING: 1.8 (GOOD)
OPPORTUNITIES:

I • Outdoor fitness stations need attention
• Typically, neighborhood parks may include the following additional facilities: open multi-use areas
EXISTING CONDITIONS L....J
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EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

One of two dog parks in Dublin, servicing both large and small dog breeds in separate contained areas. Doggie drinking fountain placed in either dog run and benches scattered throughout provide a nice amenity for users.

KEY FINDINGS:

Large multi-functional park with historic buildings, lawns, a historic cemetery, picnic areas, and various amenities embody the character of this park. The vibrant landscape palette is open to the public during daylight hours with a variety of native planting and impressive trees. This park serves as the home to classes, camps, events, and tours.
10/25/19

DOUGHERTY HILLS DOG PARK

1.4 ACRES

NEIGHBORHOOD PARK

AMADOR VALLEY BLVD
INVENTORY:
• Large open lawn for dog exercise and interaction with fencing for safety
• Recent public art installation
• Minimal plant variety
Doggie fountains in either dog run
I OVERALL PARK RATING: 1.9 (EXCELLENT)
OPPORTUNITIES:

I • Lawn worn and dry, ensure irrigation reaches these areas • Consider adding agility equipment, boulders, or mounds for exercise variation
• Consider restroom facility for dog owners/ attendees as funds become available

DUBLIN HERITAGE PARK &

MUSEUMS

10.0 ACRES

COMMUNITY PARK
6600 DONLON WAY
INVENTORY:

Planting in planters thriving, variety of ornamentals, nice repetition of allee trees and grasses
• Shady areas abundant
• Picnic area seats 80
2 barbecue grills
I OVERALL PARK RATING: 2.0 (EXCELLENT)
OPPORTUNITIES:

I • Trees in picnic area need to be considered for replacement; splitting bark and tree trunks, irrigation in the roots • Typically, neighborhood parks may include the following additional facilities: additional unlit sports courts, and additional non-competitive sports fields
EXISTING CONDITIONS 2........J
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EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA

DUBLIN SPORTS GROUNDS

22.8 ACRES

COMMUNITY PARK
6700 DUBLIN BLVD
INVENTORY:
• Concession stand
• 1 Lighted baseball diamond, 2 lighted softball diamonds, 2 lighted soccer fields
• Walkways and trails
• Children's play area heavily used
KEY FINDINGS:
=:;.;:;,__,-"'--"-"' I OVERALL PARK RATING: 1.9 (EXCELLENT) OPPORTUNITIES:

Situated in a prime, central location, Dublin Sports Grounds accommodates several athletics. With several lit ball fields and soccer fields, for games and practices, and children's play area, there is something for everyone to be active and enjoy.

KEY FINDINGS:

Community park with various programming elements ranging from athletic fields to Emerald Glen Recreation and Aquatic Complex, plethora of seating opportunities and well planted landscape areas. Plenty of flexible space, walking trails, and connections to the Dublin trail system make this park a true gem within the overall system.
10/25/19
• Replace older, sun damaged, playground equipment;
consider expanding playground to be adequate size for usage ie. adding swings at playground for variety*
• Trash receptacles not consistent, styles vary*
• Consider adding shade structures near seating areas*
• Consider any additional facility needs this community park may require, (i.e. community parks may additionally include aquatic amenities)*

EMERALD GLEN PARK

49.0 ACRES

COMMUNITY PARK
4201 CENTRAL PARKWAY
INVENTORY:
• Bio-retention planters thriving
• Copious amount of space for flexible programming
• Aquatics center, skate park, basketball courts, baseball diamonds, bocce courts, soccer fields, tennis courts, picnic areas
• Water play area
I OVERALL PARK RATING: 2.0 (EXCELLENT)
OPPORTUNITIES:

I • Cricket pitch with evident worn turf, replace*
• Trash receptacles sun damaged and not consistent style* • Consider any additional facility needs this community park may require, (i.e. community parks may additionally include lighting on remaining sports fields)

EXISTING CONDITIONS
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EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

Large park for multi-purpose use. Seating areas covered by tree canopies for shade. Separate play equipment areas for different kids age groups.

KOLB PARK

4.9 ACRES

NEIGHBORHOOD PARK
8020 BRISTOL ROAD
KEY FINDINGS:
• Fitness equipment
• Play equipment for different age groups
• Tennis courts (lighted)
• Pedestrian walkway
• Picnic area seats 48, 2 barbecue grills
I OVERALL PARK RATING: 1.7 (GOOD)
OPPORTUNITIES:

I • Bathroom restoration
• Improve accent plant palette variety
• Update or replace sun damaged kids play equipment
• Outdoor activity stations needs updating
• Multi-purpose field unleveled, maintain for activity use • Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally include additional unlit sports facilities

MAPE MEMORIAL PARK

2.6 ACRES

NEIGHBORHOOD PARK
11711 MAPE WAY
INVENTORY:
• Grassy areas, large shade trees, and planting bed
Large informal field/lawn
• Sand volleyball court
KEY FINDINGS:
--=----...JI I OVERALL PARK RATING: 1.6 (GOOD)
OPPORTUNITIES:

Mape Park was named for Commander John Jack Clement
Mape USN, who was Dublin's first casualty of the Vietnam War. Adjacent to school with basketball courts and
playground, park offers plenty of flexible lawn space.
10/25/19
I • Update aged kids play equipment*
• Update plant palette to include more ornamental shrubs* • Update site furnishings including seating areas
• Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally reflect neighborhood character
EXISTING CONDITIONS §........J
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Attachment 1449

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

Lush and verdant landscape palette. Age-inclusive kids play equipment includes a playground for tots and a separate playground for older children. This park offers unique
amenities including an interactive sundial, a small vineyard, seasonal garden, grilling stations, restrooms, and windy walkway a large multi-purpose field surrounded by a walking path.

KEY FINDINGS:

Park features an expansive meadow offering opportunity for flexible programming, a play area, and shaded picnic area. A serene tree lined pedestrian walkway emphasizes this facility. 10/25/19

PASSATEMPO PARK

5.1 ACRES

NEIGHBORHOOD PARK
3200 PALERMO WAY
KEY FINDINGS:
• Lush landscape
• Multi-purpose field
• Well kept play equipment
• Pedestrian walkways and trails
• Picnic area
I OVERALL PARK RATING: 1.7 (GOOD)
OPPORTUNITIES:

I • Consider any additional facility needs for this neighborhood park. Typically neighborhood parks include additional
spaces for relaxation

PIAZZA SORRENTO

2.0 ACRES

NEIGHBORHOOD PARK
3600 PALERMO WAY
INVENTORY:

Large open field on slight slope
Pleasant ornamental trees varieties
• Shaded seating area
I OVERALL PARK RATING: 2.0 (EXCELLENT)
OPPORTUNITIES:

I • Play equipment sun damaged, consider updating and
replacing
• Seating area can use upgraded furnishings
• Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally include additional unlit sports facilities
EXISTING CONDITIONS z........i
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Attachment 1450

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

This park offers opportunity for play to all ages including fun interactive nature-themed play areas for children and an outdoor basketball court. Various seating areas can be found throughout the park along the windy pedestrian path while the lush landscape compliments adjacent Tri-Valley views.

KEY FINDINGS:

Landscape palette very verdant. Informal field offers flexible use. Covered picnic structure with tables offers respite from the sun. Other amenities the park offers include a "tot lot" for 2- to 5-year olds, an apparatus play area for 5- to 13- year olds, a basketball court, a tennis court, and a pair of game tables for checkers or chess. Dogs are permitted on a leash. 10/25/19

POSITANO HILLS PARK

4.6 ACRES

NEIGHBORHOOD PARK
2301 VALENTANO DRIVE
INVENTORY:
• Flat flexible lawn
Unique playground equipment placement
• Various seating elements
• Excellent views of the Tri-Valley
Basketball court
I OVERALL PARK RATING: 1.8 (GOOD)
OPPORTUNITIES:

I • Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally include additional unlit sports facilities

SCHAEFER RANCH PARK

6.3 ACRES

NEIGHBORHOOD PARK
9595 DUBLIN BLVD
INVENTORY:
• Large informal field
• Beautiful ornamental trees
• Apparent of safety features
• Tennis court, basketball court
I OVERALL PARK RATING: 1.8 (GOOD)
OPPORTUNITIES:

I • Playground may need additional shade elements
• Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally include additional spaces for relaxation
EXISTING CONDITIONS �
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Attachment 1451

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

Dublin's 20th park to open, names for former Dublin resident Army Staff Sergeant Sean Diamond, who was killed in action in Iraq in 2009. The park being fairly recently opened shows little signs of wear and tear. Contains two play areas with unique play features including a 90' long zip line, large shade canopy, and large open meadow for informal programming.

KEY FINDINGS:

This park had much to offer; public art, lush planting beds, and a variety of frees. A natural creek meanders its way through the park and is a great place for exploring nature.

Water feature and solar panels add unique touches to the park. Dogs are permitted on a leash.
10/25/19

SEAN DIAMOND PARK

5.03 ACRES

NEIGHBORHOOD PARK
4801 LA STRADA DRIVE
INVENTORY:

Volleyball court (grass), tennis court
Shade structure provides sun respite seating area
• Many verdant grasses, overall landscape vibrant
• Unique play equipment (ie. zip line)
I OVERALL PARK RATING: 1.8 (GOOD)
OPPORTUNITIES:

I • No visible public art*
• Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally include additional spaces for relaxation, and practice fields

SHANNON PARK

9.6 ACRES

COMMUNITY PARK
11600 SHANNON AVE
INVENTORY:
• Water Play Area
• Adjacent community center and preschool accessible by bridges
Informal sports fields
• EV charging stations
I OVERALL PARK RATING: 1.7 (GOOD)
OPPORTUNITIES:
• Incorporate ADA paths at seating under solar panels
• If appropriate, consider any facility needs this community park may require, (i.e. community parks may also include lighted sports fields)
EXISTING CONDITIONS 2-.......J
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Attachment 1452

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

Ample seating with no shade coverage is the highlight of this park. Covered kids play structure in good condition and has unique interactive climbing elements. Park features an art installation, commissioned by the City of Dublin in 1996.

KEY FINDINGS:

Park features various athletic fields including a basketball court and soccer fields surrounded by pathways. Various areas for seating under shady tree canopies. Public art installation gives the park a fun and colorful identity. 10/25/19

STAGECOACH PARK

0.9 ACRES

NEIGHBORHOOD PARK
7550 STAGECOACH ROAD
INVENTORY:
• Public art installation
• Rubber turf ground and shade structure over kids play area • Lush native landscape
I OVERALL PARK RATING: 2.0 (EXCELLENT)
OPPORTUNITIES:

I • Increase shade around seating area
• Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally include additional spaces for relaxation, informal multi-purpose lawn space, as well as sport practice courts and fields

TED FAIRFIELD PARK

6.9 ACRES

NEIGHBORHOOD PARK
3400 ANTONE WAY
INVENTORY:
• Variety of athletic fields including baseball diamond, sand volleyball court, basketball court
• Large public art tile mosaic
• Picnic tables
• Pedestrian walkway and trails
I OVERALL PARK RATING: 1.6 (GOOD)
OPPORTUNITIES:

I • Play structure needs to be updated
• Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally include additional informal multi-purpose lawn space.

EXISTING CONDITIONS
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Attachment 1
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Page | 125
City of Dublin, CA | Parks & Recreation Master Plan

APPENDI
X C:
2015 F acilities
Standards
Attachment 1
454

PARKS AND RECREATION

FACILITY STANDARD
2015 Parks and Recreation Master Plan
Page | 126
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455

ACTIVE COMMUNITY PARK STANDARDS
Active Community Parks should offer a variety of recreational opportunities that attract a wide range of local age groups and interests. Active Community Parks should feature large open space areas, unique natural, historic, and/ or cultural areas as well as group picnic areas, bicycling and hiking trails, sports facilities, dog runs, community facilities, and other unique features or facilities.

Size: Approximately 10 to 60 acres
Service Area: Preferably centralized within the City of Dublin.

Access/Location: Highly visible and easily accessible. These Community Parks should be utilized to create a central focus for the Dublin community.

Park Design: Active Community Parks should create a memorable social hub and landmark public destination.

Facilities that maximize the recreational and leisure experience of all residents.

Provide a mixture of facilities to attract a broad spectrum of user groups.

Provide a sense of connection linking the uses on the site to the surrounding retail, residential or recreational facilities.

Play Area: High quality and innovative play structures.

Larger than neighborhood parks.

Separate facilities for tots from those for older children. Provide parents seating area.

Potential Sports Facilities: Diamond ball fields (60-foot, 80-foot and 90-foot), graded and maintained for Picnic Facilities:

Natural Areas:
practice and competitive baseball or softball. Spectator amenities.

Regulation soccer fields with a combination of natural and synthetic turf.

Practice soccer fields (may overlap ball fields). Cricket Pitch.

Football field.

Futsal court (may overlap with basketball). Outdoor basketball courts.

Outdoor volleyball courts. Lighted tennis courts.

Pickleball courts. Frisbee golf.

Exercise equipment.

Shaded and secluded picnic areas with tables for 6 to 8 people located throughout the park providing areas for spontaneous picnic use. Must also include a minimum of two group picnic facilities to accommodate group reservations with dedicated shade structures/sails and BBQ's.

Open meadow zones that provide soft, green use areas for picnics, informal sports as well as passive group and individual uses.

Provide pedestrian trails to link with regional trail and transit systems.

Potential Special Features: Dog parks
Multi-Purpose Room Buildings for classes and camps.

Cultural and Performing Arts spaces. Public Art for visual impact.

Community garden. Maintenance yard for the park.

Additional unique features may include an education center or museum, outdoor amphitheater, rose gardens, or outdoor wedding facilities.

Restrooms: Permanent restroom structure.

Parking: Sufficient parking lot to accommodate demand during high use periods.

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NATURAL COMMUNITY PARK STANDARDS
Natural Community Parks should offer a variety of passive recreational opportunities that attract a range of age groups of people looking for a more serene park experience. Natural Community Parks should feature areas that are primarily un-programmed and more natural in appearance, often including features that have historically existed on the site, such as hills, creek or wetland features, or man-made structures such as bridges or small buildings.

Size: Varies depending on location and adjacencies.

Service Area: Future Natural Community Parks should be located in the Western and/or Eastern Extended Planning Area.

Access/Location: Dependent on the location of the natural features to be enhanced and/or retained.

Park Design: N atural Community Parks should create a space for quiet, passive enjoyment of the natural landscape primarily with low intensity uses and a few active nodes. Uses that may be appropriate for inclusion in a Natural Community Park include:
• Trails and sitting areas.
• Wildlife viewing platforms.
• Outdoor educational spaces.
• Nature interpretive areas with signage.
• Shaded and secluded picnic areas with tables for 6 to 8 people located throughout the park providing available areas for small-scale picnic use.
• Community and/or children’s garden.
• Par course style exercise.
• Open meadow zones that provide soft, green use areas for informal sports as well as passive group and individual uses. • Public restrooms.
• Parking area.
• High quality and innovative natural play features built into the landscape may be appropriate in limited areas.
• Ample pedestrian and bicycle connections to nearby
residential areas.
• Other appropriate facilities that maximize the recreational and leisure experience of all residents.

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457

NEIGHBORHOOD PARK STANDARDS
The neighborhood park can be the visual and social center for the local community. In addition to meeting the local residents’ recreational needs, the neighborhood park is also a “village green.” These parks should be designed to reflect the unique character of each neighborhood.

Neighborhood parks are developed to provide space for relaxation, play and informal recreation activities in a specific neighborhood or cluster of residential units. The park improvements are oriented toward the individual recreational needs of the neighborhood in which it is located. Facilities should be designed to include practice fields and not for competitive use, which traditionally bring more traffic into a neighborhood.

Development Criteria: Approximately 4 to 9 net acres.

Service Area: Service area defined by major arterials or topography.

Adjacent to neighborhood boundaries or open space area, visible from neighborhood entry.

Site Characteristics: Major percentage of the site should be level to accommodate active recreation uses.

Natural or visual qualities to enhance the character.

Access/Location: Minimum of two public street frontages.

On collector or residential streets; not major arterials.

Park Design: Central green/social center for neighborhood. Reflect character of setting—natural features or architectural style of homes.

Play Area: Tot lot for children 2 - 4 years.

Playground for youth 5 - 12 years.

Parent’s seating area.

Potential Sports Facilities:

Picnic Facilities:

Turf fields graded and maintained for practice.

Softball/baseball (minimum 250' outfield) and soccer (minimum 180') fields.

Tennis courts and volleyball courts.

Outdoor basketball courts.

Pickleball courts.

Walking track.

Exercise/Par-Course Equipment.

Tables and secluded space for informal family picnics up to 6 - 8 people. Must also include a minimum of one group picnic facility to accommondate group reservations with dedicated shade structure/sails and BBQ's.

Open space meadow for informal sports, games and passive activities.

Two unisex restrooms.

Natural Areas:

Restrooms:

Parking: Sufficient off-street parking where minimum street frontages are not provided.

Lockable parking for 6 - 10 bicycles.

Lighting: Provide lighting for security purposes not for night-use activities. Avoid penetration of unwanted light into adjacent neighborhood.

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458

NEIGHBORHOOD SQUARE STANDARDS
Neighborhood Squares provide specialized facilities that serve a concentrated or limited population or special interest group such as young children or senior citizens. The Neighborhood Square is a scaled- down version of the Neighborhood Park, with an average size of 2-acres and located in high density residential urban areas where a green pocket is the central focus of the neighborhood.

Site Characteristics:

Access/Location:

Park De
sign:

Play A
rea:

Sp
orts Facilities:

Pic
nic Facilities:

Natural Areas:

Restrooms:

Parking:

Lighting:

Approximately 2-3 net-acres on a predominately level site.

Prominent location preferably at cross street. Within neighborhoods and in close proximity to apartment complexes, townhouse development or housing for the eld erly.

Linked with trails and pedestrian walkways.

Each park should have unique characteristics such as public art, fountain, b andstand, f ormal gardens, e tc. t o c reate a focal point f or high density areas.

Develop plaza areas for gathering and neighborhood social events.

Small scale, high quality play structures.

Parents’ seating area.

As appropriate to user groups in adjacent homes; provide tennis court, pickleball courts, volleyball court, or basketball court.

Tables for 6 to 8 people for spontaneous or informal picnic use. Must also include a minimum of one group picnic facility to accommodate group reservations with dedicated shade structure/sails and BBQ's.

Seat walls for informal picnicking.

Views and vistas are desirable.

Not provided.

Street parking.

As necessary for security only.

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Attachment 1
459

DOWNTOWN PLAZA STANDARDS
Urban Plazas provide a public gathering place for the Downtown area.

Site Characteristics:

Access/Location:

Park Design:

Play Area:

Sports Facilities:

Picnic Facilities:

Natural Areas:

Restrooms:

Parking:

Lighting:

0.5 -1.5 net acres on a predominately level site.

Prominent site, preferably at a historically relevant location or a centrally located site in the Downtown.

Linked with pedestrian walkways that access commercial, civic, and/or residential uses in Downtown Dublin is preferred.

Should have unique characteristics such as public art, fountain, seating, etc. to create a focal point for gathering and social events.

Small scale, high quality play structures may be appropriate with parents seating area.

None.

Tables, benches, or seatwalls for spontaneous or informal picnic use. Must also include a minimum of one group picnic facility to accommodate group reservations with dedicated shade structure/sails and BBQ's.

Views and vistas are desirable.

Not provided.

Street parking.

As necessary for security only.

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460

CULTURAL ARTS CENTER STANDARDS
A Cultural Arts Center can provide a multi-use facility that affords cultural, educational and social opportunities for the entire community. The primary focus of this facility would be the Gallery and adjacent multi-purpose space making it a destination for exhibitions and social events. The facility would also feature classrooms to support a variety of cultural arts experiences.

Size: Dependent on program study.

Development Criteria: One facility per community.

Acreage: Dependent on program study.

Service Area: Centralized to major population centers.

Site Characteristics: Predominantly level.

Interesting natural or visual characteristics such as existing trees, creek, vistas.

Access/Location: Located on a major arterial or collector road with high visibility.

Twenty-minute driving time.

Facility Design: Memorable public destination point which would be a source of pride for the City.

Destination that will serve the diverse needs of the entire Community.

Indoor Facilities: Lobby and Reception.

Classroom/Music Room.

Art Classrooms.

Gallery Space.

Multi-Use Room.

Administrative Space.

Special Features: Outdoor patios.

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461

TRAIL STANDARDS
There are three basic types of trail types that may be found in Dublin - hiking and jogging, bicycle, and equestrian. Trails are different than parkways or paths within neighborhoods that are privately maintained, and they are different than sidewalk or bike lanes as described in the City’s Bicycle and Pedestrian Master Plan. While those facilities are great amenities for the community, they are not counted as parkland, whereas a trail that is improved to the standards contained within this Master Plan and dedicated to public use can be considered parkland.

The types of trails that have standards in this Master Plan include:
• Parkway Trail: Paved path suitable for bicycles and pedestrians which is physically separated from the street and not a part of the road section. • Creekside Trail: Paved trails along creeks for pedestrian and potential bicycle use. • Open Space Trail: Unpaved trails for equestrian and hiking use.

Hikers, joggers, and strollers make up the majority of trail users. This group naturally prefers to use trails that are safe, that provide good footing and that are routed through interesting landscape with attainable destination points and offer some amenities along the way such as benches and rest areas.

Pedestrians will use all the trail types noted above.

Cyclists typically use the Parkway and Creekside Trails. Recreational cyclists typically prefer trails which have smooth surfaces (preferably paved) and which are separated from other types of traffic. Often traveling a distance of 25 miles on an outing, the serious recreational cyclist prefers trails with sweeping curves, good visibility, and a minimum of cross streets.

Equestrians typically use Open Space Trails, which are generally planned for the outlying areas of the City where there is more open space and natural landscape. Because of the limited available space in Dublin, equestrian trails are intended to connect with other regional-serving trails in neighboring communities and park districts.

General Trail Design
Trail design should include appropriate landscaping to provide a pleasant visual and physical environment, including protection from sun, wind, and noise where possible. • Where feasible and desirable, trail projects should accommodate more than one type of trail use.
• Designed to require as little maintenance as possible over time and to avoid steep inclines. • Preserve existing vegetation, removing only as much as necessary to accommodate the trail. Analyze existing topography and locate trails so that minimal grading is required.

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Attachment 1
462
Parkway Trail Design
The parkway links areas within the community. As an important recreation and transportation corridor, it should be visually distinct. It should accommodate both bicycle and pedestrian use, both separated from the street. The parkway should be well landscaped and lighted.

Easement Width: Minimum 20 feet with landscaping on either side of formal paths.

Pedestrian Path: Minimum 5 feet wide, concrete.

Bicycle Path: Minimum 8 feet, maximum 12 feet wide; 12 feet when joint use with pedestrians.

Asphalt or concrete
Rest Areas: Rest area should include a bench and drinking fountain.

Creek
side Trail Design
• Creekside trails are a desirable community amenity and are a scenic and educational resource. • Width of creek trails should be a function of amount of use and sensitivity of natural resource.

However, a minimum 8' width is desirable.
• Creek trail design and location should be coordinated with Alameda County Flood Control (Zone 7), California State Department of Fish and Wildlife, and EBRPD (as appropriate). • Maintenance roads/paths along creek banks can frequently serve as trails. The final design of the trail must accommodate appropriate maintenance.
• Where possible, creek trails should be located at top of bank. Because these areas are flat, grading is kept to a minimum and existing vegetation can be preserved. Erosion and bank stabilization problems are also minimized. Access to and from streets and access by disabled persons is generally easier when the trail is located at the top of bank. • Where creek trails must be located on slopes, a bench will have to be cut into the slope to provide a flat platform for the trail. The cut should be minimized to preserve as much native vegetation as possible.
• Generally, the trail should be located as high above the creek as possible. Ease of access to and from the street and by disabled persons should be considered when locating a trail on a slope. • Provide rest areas and overlooks with educational signage to enhance enjoyment of creek area. • Special wildlife habitat areas should be protected from access. Habitat restoration and creek revegetation should occur in degraded creek areas.
• Where creeks are deeply incised, railing or fencing may be necessary to prevent access to the creek.

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463
Open Space Trail Design
Open space trails, at a minimum, may be narrow corridors that provide critical linkage to important facilities.

However, at best, open space trail corridors may incorporate many hundreds of acres of significant open space and provide the public with unique opportunities to enjoy the natural environment between developed areas. Frequently, trails in open space areas follow old jeep roads or fire roads.

The ideal alignment will “fit” the trail to the ground and will afford users the best views from the trail as well as follow the topography of the land.
• Long, straight stretches should be avoided as well as excessive switch backs. • Avoid areas with high soil erosion, high fire hazard or unstable slopes. • Where possible, route trails away from residences in order to maintain privacy. • Establish trail rights-of-way that are wide enough to accommodate the designated uses. For single or double-use trails that permit hiking and/or equestrian use, provide a minimum right-of- way width of 20 feet. Multiple-use trails that permit hiking, equestrian and bicycle use, provide a minimum right-of-way width of 30 to 40 feet.

Sta
ging Area and Trail Head
A trail staging area is best located on arterial or collector roads in areas that are both convenient to the public and that are easily accessible for maintenance and operation purposes. • Where possible, located away from nearby residents.
• Provide lights, gates and fencing, as well as fire hydrants and fire truck turnarounds that address specific needs of police and fire departments.
• Identify and utilize existing parking lots on schools and park facilities, wherever possible, to avoid duplication of staging facilities.
• A trail head is smaller, often consisting of nothing more than a sign. It may also include a small rest area. Whether staging area or trail head, each should be improved to include:
• Signs indicating by color and/or graphics trail type; trail name (if appropriate); distance to distinctive feature or trail junction.
• Map (where appropriate) showing overall system.
• Trash and recycling receptacle(s).

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464

CITY OF DUBLIN

PARKS AND COMMUNITY SERVICES DEPARTMENT

DUBLIN ARTS CENTER OPERATIONS GUIDE
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9/27/2023

CITY OF DUBLIN

PARKS AND COMMUNITY SERVICES DEPARTMENT

DUBLIN ARTS CENTER OPERATIONS GUIDE
— OCTOBER 2023 —
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3 Table of Contents Dublin Arts Center Operations Guide

TABLE OF CONTENTS
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 City Mission and Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Planning Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 Marketing Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Operations and Management Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 Financial Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Attachment 2
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5 Executive Summary Dublin Arts Center Operations Guide

EXECUTIVE SUMMARY
This document aims to outline guiding principles, strategies, and programming for the Dublin Arts Center (DAC), assist staff in maximizing the utilization of spaces, and guide the operations of an efficient facility that minimizes general fund subsidies . The DAC will be operated by the City of Dublin’s Parks and Community Services Department and will serve as the hub of Cultural Arts programming .

The DAC will focus on the arts and become a true cultural asset in Dublin . Ideally, it will be a place where children, young people, adults, and seniors can meet to engage with people of similar interests . In addition to exhibitions in the art gallery and small-scale performances in the black box theater, the Center will offer programming for all ages, including photography, painting, ceramics, creative writing, filmmaking, drama, music, sculpture/3D art, and crafts .

GOALS
Access – Everyone should be able to create, exhibit, perform, and experience art . We are dedicated to those who live, work, study, and play in Dublin and surrounding communities . The DAC will strive to provide artistic opportunities regardless of race, sexuality, gender, and socioeconomic demographic . We will provide accessible, affordable performance, rehearsal, and education spaces to support community and youth development . We will proactively recruit instructors and class offerings representing Dublin’s diverse cultures and ethnicities .

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6 Dublin Arts Center Operations Guide Executive Summary Collaboration – We believe our success is tied to our instructors, artists, and community members .

Our primary commitment is to support, elevate, and engage organizations and individuals in, from, and serving Dublin neighborhoods . We will collaborate and coordinate with local, regional, and national partners to serve our community . We will accommodate a broad array of high-quality arts programming that responds to demand from Dublin residents and the surrounding T ri-Valley, as well as trends in art programming .

Trust – The DAC is a haven to create and explore art and community . We will be trusted partners with growing artists and arts organizations, empowering youth and building community . We intend to maintain a high-quality, multi-purpose facility with amenities that have the highest degree of functionality . We will operate on a sound financial basis to ensure a sustainable funding requirement that minimizes a general fund subsidy .

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7 City Mission and Vision Dublin Arts Center Operations Guide

CITY MISSION AND VISION

MISSION
The City of Dublin promotes and supports a high quality of life, ensures a safe and secure environment, fosters new opportunities, provides equity across all programs, and champions a culture of diversity and inclusion .

VISION
Dublin is a great community to live, work, and raise a family . Dublin values:

Safety | We are dedicated to excellent public safety resources, including police and fire .

Finances | We will strive to be fiscally transparent and balance our budgets annually .

Inclusivity | We will advocate for programs and policies that support inclusive access to housing and cultural opportunities .

Diversity | We will support a wide range of programs and events that reflect and cater to the diversity of our residents .

Equity | We will deliver our services in a way that ensures equitable access to all .

Innovation | We will continue to innovate in every aspect of government and promote innovation within the business community .

Customer Service | We will provide welcoming, excellent customer services to our residents and businesses at all times .

Living an Active Lifestyle | We will continuously promote an active lifestyle through our parks and facilities and encourage participation in local sports .

History | We will honor our history through places and programs that remind people of our beginnings .

Business | We will provide a full spectrum of opportunity by supporting current and prospective businesses through ongoing economic development efforts and helping them grow and thrive locally .

Environmental Sustainability | We will continue to lead in building a well-planned sustainable community and protecting our natural resources .

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8 Dublin Arts Center Operations Guide Planning Approach

PLANNING APPROACH
In considering the City’s mission, values, needs, opportunities, and potential viability of a cultural arts center, extensive research and analysis were completed . In 2016, both a feasibility study and a needs assessment were completed . In 2019, the City of Dublin contracted with GreenPlay, LLC, to update its Parks and Recreation Master Plan . This process included a community survey that solicited input on cultural arts programs and activities . These assessments focused on the City’s mission, values, needs, opportunities, and the potential viability of a Cultural Arts Center .

Input and feedback from the City’s Heritage and Cultural Arts Commission and Parks and Community Services Commission were gathered . The Commissions examined comparable facilities and considered organizational structure, annual revenue, and expenses; revenue sources; and program types and sizes incorporated into the facility’s layout, programming plans, and ultimately the final design of the DAC .

DOWNTOWN CONNECTION
After years of hearing from the community about the need to create a Downtown in the City of Dublin, the City Council unanimously approved the Downtown Dublin Preferred Vision . Its main principles were the siting of a town square and enhancing the character of Downtown Dublin . With the site of the DAC being less than a mile from the future “social center,” it will certainly assist in the path forward to a main street experience in the following ways:
• Restaurants may open, expand, and prosper in service to audiences before and after performances . • More retail businesses may open in response to street and pedestrian activity between the DAC and the downtown area .

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9 Strategies Dublin Arts Center Operations Guide

STRATEGIES
The DAC is an approximately 13,500 square-foot facility that will feature a black box theater, an art gallery, an arts and crafts classroom, a mixed media classroom, an arts yard, a ceramics studio, a dance/fitness studio, a music room, and a small catering kitchen .

Basic strategies for the DAC are as follows:

GALLERY 180
Exhibitions – The DAC will become the site for year-round art exhibitions . The gallery space will support an exhibition program for small to medium audiences, with exhibition space leaking into the rest of the facility, including hallways and other appropriate spaces to tie cultural arts into the entire facility .

PRECINCT BLACK BOX THEATER
Performances – The black box theater is expected to support a variety of productions, rehearsals, and events for smaller-scale performances . It may also house small acting and theater classes and will be available for private rentals .

CLASSROOMS/MEETING SPACES
Education – Designed for learners of all ages . Depending on community interests, a focus on topics from creative writing to painting, sketching, photography, filmmaking, music, and digital arts . Additionally, these spaces will serve as meeting spaces for various affinity groups within the arts to foster connections among creative Dublin residents . It will be a priority to allow for no- cost use of the spaces throughout the week during regular business hours . A schedule will be determined after observing DAC visitor traffic and usage .

COMMUNICATIONS
The DAC will function as a clearinghouse for arts
information in Dublin, offering a comprehensive
web-based calendar of arts events . We will work
to establish a cultural arts information website
that lists programs, classes, and events that
becomes the central source of information for
cultural arts programming at the DAC .

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10 Dublin Arts Center Operations Guide Strategies

MARKETING PLAN
A detailed marketing plan will be created as audience development and customer databases are crucial to the success of the DAC . The frequency and diversity of the DAC’s programs are key to the growth of clientele and should appeal to the community . Staff will strive to create a constant presence in the minds of this clientele and respond to their needs and interests . Developing a community of clientele and supporters through email lists and social media is essential . i . The branding and positioning of the facility and its programs should stress the following attributes:
a . The DA C is a unique cultural venue in terms of its programs and character . b . The DA C supports various programs for all local and regional residents . c . The DA C is easy to find, close to the future Downtown Dublin, located in a safe area, has ample parking, and is professionally staffed . i . A website specific to the DAC will be the hub of all communication and demonstrate the brand and roster of offerings . It will be the DAC’s most important communication tool, allowing residents and art lovers access to the DAC’s registration system, information on the gallery, black box theater, facility rentals, and DAC offerings . The website will be up- to-date and clear .

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11 Marketing Plan Dublin Arts Center Operations Guide ii . Along with a website, existing activity guide, and use of social media, print advertising and collaboration with partner organizations should be considered . Efforts should be made to begin partnerships with media outlets focused on outreach to prominent cultures in the City of Dublin and the region . Radio advertising, bus shelters, bus tails, street banners, etc . should also be considered . The type and frequency will be adjusted depending on the type of offering . Given the proximity of the DAC to the 580/680 freeway interchange and BART , advertising should also be considered in transit stations, centers, and corridors . iii . Leading up to the opening of the DAC, an effort will be made to have programs, events, and other offerings ready for that season . These will help build community excitement and pride and lead to audience development and customer databases . iv . Once the DAC is established, broad season announcements will be developed to complement the Parks and Community Services Department’s existing activity guide .

These seasonal announcements could be posters and flyers communicating gallery exhibits, performances, and other offerings . Marketing for small, individual, or one-off programs, should take place but may only be in the form of digital marketing . v . Staff will work closely with the Senior Advisory Committee, the Youth Advisory Committee, the Parks and Community Services Commission and the Heritage and Cultural Arts Commission to foster outreach ideas and keep connections with all demographics in Dublin and the region . Thus far, strategies include morning video announcements at Dublin’s high and middle schools, communicating with school clubs, and working closely with art teachers .

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12 Dublin Arts Center Operations Guide Marketing Plan

OPERATIONS AND MANAGEMENT PLAN
The Parks and Community Services Department will develop and manage the DAC’s programs with staff dedicated to the DAC .

HOURS OF OPERATION
The DAC will typically be open from 8:00 a .m . to 8:00 p . m . , Monday through Saturday, and Sundays from 8:00 a .m . to 5:00 p . m . , to accommodate programs, classes, workshops, performances, exhibits, and facility rentals . The facility will generally be operated by full-time staff during traditional office hours . It will transition to part-time staff to tend to general facility needs on weeknights and weekends . These hours could be expanded pending facility rentals or class schedules, with additional staff costs covered in facility rental or class revenue .

FACILITY RENTALS
The DAC should be available for rental to the community at large, including arts groups for rehearsal and performance, residents, civic organizations, businesses, and individuals who may need the space for meetings or events . City programs will be planned and booked 12-18 months in advance, with remaining available spaces open to the public on a first-come, first-served basis .

Explicit policies for facility rentals are already in place within the department’s existing facilities and will be utilized in the new DAC . Further policies will be established to guide the operation of the gallery and theater spaces as the department does not have existing facilities similar to this .

Fees for DAC rentable spaces will be determined using the department’s amenity-based fee schedule, which formulates the square footage of each space with the amenities available . Additionally, staff will review costs for similar spaces in the region to ensure the DAC’s fees coincide with like spaces in other cities . Ultimately, rental rates will cover direct costs, which can be tied to the space, such as staff and equipment, and indirect costs, such as building maintenance and utilities . Rates may be discounted for non-profit organizations but will cover the direct costs of the facility rental .

Utilizing existing facility rental procedures, staff will develop guidelines for DAC rentals that will include vendor requirements, insurance requirements, user manuals for equipment, necessary permits, contracts/agreements, equipment inventory, maintenance schedules, replacement schedules, room layouts, fee schedules, rental maximums/minimums, alcohol use, outside permitting requirements, room capacities for all styles of seating, facility staff manuals, cancellation policy, and general facility rules to be established six months prior to opening .

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13 Operations and Management Plan Dublin Arts Center Operations Guide

PRECINCT BLACK BOX THEATER
The DAC will be home to a theater space of approximately 2,000 square feet with a maximum capacity of 150 . A black box theater is defined as a simple indoor performance space with level floors and plain walls, purposely designed to provide flexibility in configuration . i . The black box theater will feature a variety of programs, including City-sponsored performances, private performances, contract programming, and private rentals or indoor film festivals . Booking for the venue will typically occur a year or more in advance . Rental rates will be established based on user type . These uses include City-sponsored ticketed events and co-sponsored events with outside organizations . a . P rivate use for performing arts that includes performance and rehearsal time . Rates could vary depending on time/type of use and if open to the public or invite only . b . P rivate use for social events such as birthdays and other celebrations . i . Rental rates for the black box theater could include hourly rental rates, revenue sharing, and equipment rental/use fees .
i . The black box theater will be outfitted with lighting, sound, and other theatrical equipment to best serve the needs of user groups . This equipment will be used by an approved audio/ visual professional, with staffing costs passed onto the facility user . i . Consideration will be given to users/groups booking a series or multiple theatrical performances requiring reservations to be secured more than a year in advance . ii . The City will use existing registration platforms to manage ticketed performances for City and City-sponsored events in the theater space . Upon request, the City will use existing registration platforms to help manage ticketed performances for outside organizations, with administrative and payment processing costs passed on to outside groups and/or revenue sharing in these instances . Additionally, staff will explore ticketing platforms that may create a more seamless purchase experience for reserved seating within the black box theater .

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14 Dublin Arts Center Operations Guide Operations and Management Plan GALLERY 180
The DAC will be home to a dedicated
gallery space of approximately 600 square
feet . The gallery will traditionally be open
during regular operating hours .
iii . Additional staffing for the gallery
space is generally not required . The
front desk staff and a video security
system will provide adequate
supervision . It is recommended
that a volunteer/docent program
be established to supplement supervision and enhance the experience for gallery visitors .

This could be done in partnership with arts organizations and individual volunteers . The gallery may also be opened while performances are taking place in the theater space of the DAC . It’s recommended that a volunteer/docent be present during these times . In the absence of a volunteer, the part-time staff assigned to the rental can oversee the area and the remainder of the facility .
iv . Staff should plan on curating approximately six exhibits per year, with at least one being youth-based and one being a juried exhibition . This will allow each exhibit to be on display for 6-8 weeks and for preparation time in between exhibits . Exhibitions by more prominent artists may last longer than 6-8 weeks, while exhibitions by local community groups may be shorter . Additionally, staff should look into exhibits that feature specific mediums by multiple artists and “member exhibitions” that could highlight local arts organizations .

Staff will create standards to determine prominent or professional artists versus amateur or community-based artists . Opening receptions/events for exhibition openings should be planned . Staff could also research costs and information on traveling or touring exhibitions to attract audiences and promote access to knowledge and materials that may not be available locally . T o ensure visual diversity and continuous use of the gallery, upon confirmation of City-curated exhibitions, staff may contact local partners to provide dates for the remaining blocks .
v . Artist submissions to be considered for the gallery space will be accepted, with a “Call for Artists” conducted annually if necessary . Generally, the gallery will be scheduled a year in advance . Artists, to ensure commitment, will be required to pay a nominal fee for their submission . This fee will be similar to those of like venues and will be listed in the City’s Master Fee Schedule . The establishment of an ad-hoc gallery selection committee should be established . With staff oversight, this committee may accept and deny submissions .

Gallery submissions will be accepted regularly, and the schedule will be coordinated with Attachment 2
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15 Operations and Management Plan Dublin Arts Center Operations Guide artists once submissions are confirmed . The ad-hoc committee shall include representation from:
• Heritage and Cultural Arts Commission
• Community-at-large
• Members of other local arts-based organizations
vi . Sales of exhibition pieces in the gallery space are encouraged . The City will retain a percentage of all sales . The percentage will be listed in the City’s Master Fee Schedule (generally, The City would retain around 30%) . While artwork can be sold, it will not be removed from the display until the exhibition concludes . A sold tag will be placed on items that have been purchased, and reconciliation will take place with purchasers and artists at the end of the exhibition period .
vii . Adequate display equipment shall be invested in and provided . This includes systems to display different artwork mediums and fully adjustable pedestals, wall mounting systems, and lighting . City staff and artists will work collaboratively to identify needs with no guarantees the City will make equipment available . More capability will allow for a broader range of exhibits .
viii . Galley space may also be used for gallery talks, artist spotlights, and temporary pop-up exhibitions .

CLASSROOMS/PROGRAM SPACES
Classroom spaces may be utilized for City-sponsored classes via independent contract instructors to offer various year-round cultural arts programs for all skill levels and ages, from preschool to seniors . The City will manage and collect program registrations on behalf of independent contractors . Program spaces may also be used for programming affiliated with the City’s Poet Laureate and Historian .

The department will solicit experienced and
knowledgeable instructors to maximize the
use of program-specific rooms . Instructors
will be compensated 60% of the resident
rate, while the City retains the remainder .

Programming will primarily be scheduled
during the DAC’s business hours, with
occasional evening and weekend classes . One
Part-time temporary Recreation Aide will be
needed to monitor the facility and manage
room set-ups for multiple program spaces .

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16 Dublin Arts Center Operations Guide Operations and Management Plan

1. Dance and Fitness Studio (1,172 square feet)
Instructors specializing in dance and dance fitness classes will be prioritized for this class space, including but not limited to ballet, contemporary, jazz, modern, tap, tot tumbling, hip-hop, balance and agility, parent and me, Bollywood, Irish dance, belly dancing, Zumba, aerobics, Pilates, and tai chi . For successful reoccurring instructors, tiered classes will be offered each season .

2. Black Box Theater (1,970 square feet)
Classes will include musical theater, drama and acting, improv, public speaking and debate, T ed Talk, performing arts, and spoken word and presentation . Single-day final performances for sessions of performing arts, dance, and theater classes may also be occasionally performed if scheduling allows giving the black box theater more exposure . Classes and programs will need to be coordinated around live performances offered by the City and partnering organizations .

3. Arts and Crafts Room (577 square feet) and Mixed Media Room (914 square feet) These classrooms allow for various art categories such as origami, poetry, calligraphy, comic book creations, floral, basketry, crochet, jewelry making, drawing, mixed media, TV and Film, color pencil, printmaking, portrait, painting, bookmaking, creative arts, graphite drawing, architecture and design, iPad and iPhone artistry, coding and computer science, visual arts, digital art, and photography, creative writing, science and arts educational classes, and music history .

4. Music Studio (220 square feet)
Private or small group lessons in vocals, guitar, bass, violin, keyboard, drums, percussions, folk instruments, and other orchestral instruments .

5. Ceramics Studio (1,232 square feet) and Arts Yard (1,029 square feet) The ceramics studio is a garage-like space with a large access door leading to the arts yard, a completely outdoor space . Classes could occur in either area, pending weather and air conditions, class materials, and class sizes . Examples of classes staff would recruit instructors for include acrylics, clay, watercolors, oils, ink wash, machining, pottery, electronic art, woodworking and tinting, robotics, 3D printing, 3D modeling, multimedia, sculpture, tapestry, mosaic, stained glass, and pop/street art .

Single-day events will be offered each season to attract new patrons, such as Paint Night, Workshops, Still Life painting, etc . Either space could also feature a ceramics open studio for teens and adults to utilize City-owned electric kilns, wheels, and slab rollers for a fee . Staff will look into the management of an open studio with regard to storage, materials for sale, fees, and processes . Additional research is needed regarding jewelry, photography, and printmaking studios .

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17 Operations and Management Plan Dublin Arts Center Operations Guide

6. Catering Kitchen (229 square feet)
The DAC includes a small kitchen that should be available for various uses . This is a catering kitchen intended to centralize food delivery during events in the gallery and theater spaces . Additional benefits could include small group cooking demonstrations, but the kitchen is inadequate for more traditional cooking classes . Rental rates adjacent to a gallery or Black Box rental may be established for this space .

STAFFING AND VOLUNTEERS
The DAC will be home to the administrative offices of the Parks and Community Services Department . Existing staff will be utilized in the operation of the DAC, including management by the Assistant Parks and Community Services Director . The following are short job descriptions for key positions with percentages of their salary associated with the operations of the DAC . i. Existing Staff
a . Assistant Parks and Community Services Director: General oversight of all operations . b . Recreation Supervisor: Manage the art gallery and black box theater, staff and volunteers, private rentals, single-day events, and facility maintenance . c . Management Analyst I: Solicit independent contract instructors and manage contract programs and DAC budget .
d . Senior Office Assistant (2): Provide customer service to visitors, perform general clerical duties, front desk operations .
e . Recreation Leader: Monitor the facility during evening and weekend hours . Provide customer service to visitors and support to programs .
f . Graphic Design and Communications Coordinator: Create graphics for the DAC and various marketing tasks .
g . Management Analyst II: Monitor the DAC budget, conduct research, and analyze data of the DAC .
h . Audio-Visual Specialist: Perform complex hardware and software installations and assist with the design, installation, troubleshooting, and repairs for DAC equipment connected to A/V systems, including microphones, sound speakers, video screens, sound and mixing boards, and other related items .
ii. Contracted Staff
a . Sound and Light T echnician: Staff will solicit sound and light technicians to be compensated by the user .
b . Class Instructors: Staff will solicit instructors for classes on a contract basis, to be compensated through program fees .

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18 Dublin Arts Center Operations Guide Operations and Management Plan iii. Volunteers are critical to the operation of a successful DAC . Though the DAC must have professional staff, developing a volunteer program with volunteer advocates is important .

It should also be noted that volunteers should have adequate training and be adequately supervised to ensure the operational goals of the DAC are maintained . iv. Youth Volunteers, particularly those in high school, including members of the Youth Advisory Committee, must be partners and advocates for the DAC and will play a large role in reviewing submissions for the annual youth exhibit . Additionally, participants in the Dublin LEAD (Leadership, Experience, and Development) program (which fosters leadership skills, assists in job experience, and aids in personal development), who have interests in cultural arts may volunteer in a multitude of ways .

PARTNERSHIPS
Working collaboratively with existing cultural arts organizations and other public and private agencies is important to ensure a broad array of programming for all demographics and abilities .

Staff should work to build and keep close relationships with partners, including the local library, arts organizations, schools, and businesses that can collaborate with the City to ensure arts are an integral part of the fabric of life in Dublin . Close partners will assist in gaining a better understanding of diverse cultures and ideas that, over time, will establish the nucleus of community-based cultural groups and artists and, above all, assist in the City’s mission to champion a culture of diversity and inclusion .

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19 Operations and Management Plan Dublin Arts Center Operations Guide

FINANCIAL MODEL
Tables and data below project activity and financial performance with a goal to recover direct and indirect costs and regain the costs of any expenses related to the DAC . Projections and fees in the financial model have educated assumptions to aid in planning facility operations and are not final .

Fees, rates, and facility budget will be presented to the City Council per the traditional budget procedure .

REVENUE
The DAC’s revenue will come from program fees, exhibitions, facility rentals, and sponsorships .

This plan establishes a revenue goal of approximately $781,266 in the first full year to help offset expenses . The DAC anticipates offering a full range of programming to generate revenue to support the facility’s costs . The first year’s operating budget is based on the following assumptions, derived from fees charged to a traditional Dublin resident or group (base rate) . The City’s Master Fee Schedule typically exhibits a range of fees based on a percentage for different customer types .

Public Agencies and non-profit organizations, such as churches and schools, are generally charged lower rates . In contrast, non-residents or commercial users are charged fees at the higher end of the scale . It is anticipated that not-for-profit agencies will see lower facility rental fees estimated at a reduction of no more than 15% . Anything higher would impact the City’s ability to recover costs completely and would be considered a subsidy .

REVENUE GENERATION BREAKDOWN BY PROGRAM
A. Gallery 180
Six to eight exhibitions per year .
i . Estimated five artist submissions per exhibit x $30 application fee = $150 per exhibit x an average of seven exhibitions at $1,050 for the first year . Fees could vary, including reduced or no-cost rates for youth exhibits and adjusted rates for group exhibitions . Fees may be waived entirely for shows curated by others .
i . Cost sharing of art and merchandise sales . Artists set fees, and City retains 30% of any sales . The first year is estimated at $2,000 .
ii . A daily rate should be considered for exhibitions not curated by the City that wishes to showcase artwork/images for more than one day, and may negate the proposed hourly rate listed on page 21 .

The Gallery may be rented in between exhibitions for smaller events and art shows . It is estimated there will be four rentals in the first year, for a total estimated revenue of $1,040 .

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20 Dublin Arts Center Operations Guide Financial Model B. Black Box Theater
Private performance rentals that utilize the
venue as a performance space will generate an
estimated $96,720 annually . This is estimated
at $130/hour for an average of 12 hours or
$1,560 per rental for weekends and six-
hour rentals for rehearsal time on weekdays .

This revenue could increase until maximum
utilization of the facility is achieved .
i . Weekend Performance Rentals: 50 rentals x $1,560 = $78,000 ii . Rehearsal Time: 24 rentals x $780 = $18,720
City co-sponsored performances may occur where revenue from ticket sales is shared with a partner organization . This would equate to four shows per month (weekdays and weekends), generating an estimated $24,000 per year . Revenue could fluctuate based on performance type, as some shows might be community-based and have lower ticket prices, while others might be more specialized and carry a higher ticket price . Additional City expenses, including theater staff, would be considered before a net revenue and cost-share were finalized .

Private rentals for social gatherings would also be available, which differ from performance rentals as these are social events that don’t utilize the space and its performance capabilities . These rentals would fill dates not booked with performances and could generate an estimated $4,680 annually, or $780 per rental ($130/hour for six hours) . This revenue could increase until maximum utilization of the facility is achieved .
i . Private social gatherings: 6 rentals x $780 = $4,680 C. Additional Spaces – Activities and Facility Rentals
Additional space revenues for activities are based on monthly projections using the average number of participants and class pricing averages that have trended in the Parks and Community Services Department over the past few years . The hours allocated to programming are based on how many classes per week can be programmed into each space and designated room occupancies . T o account for holidays and other major events, 11 months is used to determine the projected revenue for the first full year, with the arts yard, averaged at nine months per year in case of inclement weather . The table below outlines the expected revenue for classes/activities, with the City receiving 40%, totaling $235,600 .

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21 Financial Model Dublin Arts Center Operations Guide Table 1: Additional Program Space Annual Program Revenue Projection

CLASSROOM DAYS

PER WEEK
HOURS

PER DAY
MONTHS

PER YEAR

PARTICIPANTS
(average)

CLASS PRICE
(average)
TOTAL

REVENUE
Dance and Fitness Studio 5 5 11 8 $ 90 $ 198,000
Arts and Crafts Room 5 3 11 6 $ 80 $ 79,200
Mixed Media Room 5 3 11 6 $ 80 $ 79,200
Music Studio 4 3 11 3 $150 $ 59,400
Arts Yard 5 3 9 8 $ 70 $ 75,600
Ceramics Studio 5 3 9 8 $ 70 $ 75,600
Black Box Theater Classes 2 1 11 10 $100 $ 22,000
TOTAL $589,000
Facility rental revenues were estimated with a base rate of ten cents per square foot, with an additional cent added for amenities in each room and the estimated number of rentals per year .

Prior to final projections and inclusion in the Master Fee Schedule, staff will also research the market rate for like spaces .

Dance and Fitness Studio
12 rentals x $130 per hour x 6-hour rental = $9,360
Catering Kitchen
24 rentals x $35 per hour x 6-hour rental = $5,040
Arts and Crafts Room
12 rentals x $70 per hour x 6-hour rental = $5,040
Mixed Media Room
12 rentals x $110 per hour x 6-hour rental = $7,920
Music Studio (rent for private lessons)
24 rentals x $26 per hour x 4-hour rental = $2,496
Arts Yard
12 rentals x $30 per hour x 4-hour rentals = $1,440
Ceramics Studio
12 rentals x $135 per hour x 4-hour rental = $6,480
Gallery 180
4 rentals x $65 per hour x 4-hour rental = $1,040
D. Additional Income
Additional income will be solicited for an annual sponsorship campaign with a goal of $25,000 to assist in the facility’s cost recovery . Staff will research and consider permanent or temporary naming rights for the black box theater or other spaces . Other corporate sponsorship possibilities Attachment 2
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22 Dublin Arts Center Operations Guide Financial Model include exclusive entertainment opportunities, targeted access to key demographics, and inclusion in advertising campaigns, brand transfer by establishing connections to fine visual or performing art and prominent onsite presence .

Table 2: Annual Revenue Projection

SPACE REVENUE SOURCE PROJECTED REVENUE
JULY 1 - JUNE 30
Black Box Theater Rentals $ 4,680
Co-sponsored Revenue Sharing $ 24,000
City/Private Performances $ 96,720
Classes/Activities $ 22,000
Gallery 180 Artist Submission Fees $ 1,050
Art and Merchandise Sales/Revenue Sharing $ 2,000
Rentals $ 1,040
Dance and Fitness Studio Rentals $ 9,360
Classes/Activities $ 198,000
Arts and Crafts Room Rentals $ 5,040
Classes/Activities $ 79,200
Mixed Media Room Rentals $ 7,920
Classes/Activities $ 79,200
Music Studio Rentals $ 2,496
Classes/Activities $ 59,400
Ceramics Studio Rentals $ 6,480
Classes/Activities $ 75,600
Arts Yard Rentals $ 1,440
Classes/Activities $ 75,600
Catering Kitchen Rentals $ 5,040
Additional Income Sponsorship Campaign $ 25,000
TOTAL $ 781,266
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23 Financial Model Dublin Arts Center Operations Guide Table 3: Annual Revenue Projection Summary

REVENUE SOURCE PROJECTED REVENUE
JULY 1 - JUNE 30
Art and Merchandise Sales/Revenue Sharing $ 2,000
Artist Submission Fees $ 1,050
City/Private Performances $ 96,720
Classes/Activities $ 589,000
Co-sponsored Revenue Sharing $ 24,000
Rentals $ 43,496
Sponsorship Campaign $ 25,000
TOTAL $781,266

OPERATING EXPENSES
Staffing
The Parks and Community Services main offices and staff will transition from the Civic Center to the second floor of the DAC . This will minimize the addition of some startup costs as the department will conduct day-to-day business out of the new location utilizing existing staff . The existing department’s position allocation will change to reflect the percentage of time that existing staff will spend in the operations of the DAC .

The DAC will typically be open from 8:00 a .m . to 8:00 p . m . Monday through Saturday and Sundays from 8:00 a .m . to 5:00 p . m . Part-time staff will be utilized Monday through Friday from 5:00 p . m . to 8:00 p . m . , Saturdays from 8:00 a . m . to 8:00 p . m . , and Sundays from 8:00 a . m . to 5:00 p . m .

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24 Dublin Arts Center Operations Guide Financial Model Maintenance and Utility Costs
Maintenance and utility costs were projected based on the square footage of the current footprint of the DAC, utilizing past expenditures while the facility was home to Dublin Police Services . It is anticipated that costs will be similar .

Table 4: Annual Expenditure Projection
EXPENSE – BASED ON DUBLIN CIVIC CENTER SQUARE FOOTAGE PROJECTED EXPENDITURE JULY 1 - JUNE 30
Utilities $ 40,000
Full-time Staff Costs $ 187,909
Part-time Staff Costs $ 30,000
Independent Contractor Costs $ 353,400
Marketing/Program Costs $ 10,000
Building Maintenance Costs $ 40,000
Maintenance Contract (MCE) $ 120,000
TOTAL $ 781,309
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25 Conclusion Dublin Arts Center Operations Guide

CONCLUSION
Much must be accomplished in the year leading up to the facility’s opening . Staff will focus on facility programming, marketing, staffing, operations, and fundraising . The best predictor of success with new facilities is the level of preparation made before the doors open . This document has been designed as a starting point to successfully operate the DAC in year one, with the intent to assess fees, staffing levels, policies, and procedures annually .

Figure 1: Dublin Arts Center Floor Plan as of June 30, 2023 Attachment 2
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City of Dublin

PUBLIC ART MASTER PLAN
Updated 2020
Elatus, Heath Satow, 2018
Fallon Sports Park
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1 Table of Contents City of Dublin Public Art Master Plan Table of Contents
About the Public Art Master Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Section 1: Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Section 2: Guiding Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Section 3: Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Section 4: Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Gail, Katherine Keefer, 1994
Civic Center Lobby
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3 Public Art Master Plan City of Dublin Parks & Community Services Public Art Master Plan City of Dublin

ABOUT THE PUBLIC ART MASTER PLAN
A Public Art Master Plan serves as a key policy document to guide the City Council, community, and City staff with selection of artwork throughout the City. City of Dublin’s Public Art Program intent is to create a diverse collection of public artworks that promote cultural expression and artistic appreciation – at regional, national and international levels.

The City of Dublin hired GreenPlay, LLC, a nationally known parks and recreation management consulting firm to oversee this update of the 2006 Public Arts Master Plan. This update was developed with City of Dublin staff, following community outreach in 2019, that included focus groups, public meetings, and discussions with both the City Council and Heritage and Cultural Arts Commission. This document includes:
• A revised Vision and new Goals for the Public Art Program. • A complete list of new Opportunities for Public Art.
• Recommendations for more significant changes to the Public Art Program over the next decade to better prepare for the future.
• An appendix to the Plan titled Guidelines for City Art Projects and City Art Collection and Guidelines for Art in Private Development Projects to streamline processes and make them easier to understand and follow.

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5 Introduction City of Dublin Parks & Community Services Public Art Master Plan Section 1

INTRODUCTION
Executive Summary
Dublin drafted its first Public Art Master Plan in 2003 and has successfully worked toward the goals and completed many of the projects outlined in that initial plan. The City adopted a Public Art Master Plan in 2006 that included the creation of a Public Art Ordinance and created the Public Art Fund.

Gaia, Ned Smythe, 1990
Dublin Civic Center
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6 City of Dublin Parks & Community Services Public Art Master Plan Introduction Over the past 16 years, many of the accomplishments of the originally identified public art projects have been completed. T o date, over 30 pieces of City-owned public art have been installed in notable places, including artwork for the Shannon Community Center, Emerald Glen Recreation and Aquatic Complex, Bray Commons, and Fallon Sports Park. In addition, more than a dozen works have been installed on private property.

Dublin’s development of a strong public art program is evident. As the City nears its build out, it is important that future decisions about public art are strategic in nature to meet the overall needs of the community. The Plan presented in this report addresses these future needs.

The adoption of the Public Art Master Plan Update will continue the City of Dublin’s commitment to sustaining a healthy public art program by:
• Establishing a policy that appropriates a percentage of City of Dublin Capital Improvement Project funds for public art.
• Requiring developers, by ordinance, to provide a set-aside for public art enhancement in private development. • Ensuring the preservation and maintenance of the City’s art collection. • Enhancing community participation in the public art process. • Providing a support system for local artists who work in the City’s Public Art Program. • Celebrating Dublin’s history and diversity through a broad range of public art projects. • Enhancing the City’s Downtown by using public art to animate the City’s public spaces. • Promoting the economic vitality of the City by using public art to brand areas of Dublin History
Public art adds value to a community. Some are obvious and practical – adding color and visual interest, boosting aesthetic appeal, discouraging vandalism and identifying the unique history or purpose of a place. Others are subtle, but equally beneficial – celebrating diversity, highlighting shared experience, provoking thought, conversation and reflection, or inspiring emotions, like a sense of peace and well-being, excitement, joy, and community pride.

Dublin’s public art program first began in the late 1980s, shortly after Dublin’s incorporation, as a partnership between the City of Dublin and the nonprofit Dublin Fine Arts Foundation. The foundation contracted with an art consultant and raised funds to purchase and commission public artwork, which it was then gifted to the City for placement at City facilities.

In 1997, the City of Dublin adopted its first Public Art Policy, which encouraged private developers to either include artwork within their developments or contribute to the City’s Public Art Fund. The policy detailed criteria for artwork and artist selection and guidelines for implementation. The original Policy identified the Dublin Fine Arts Foundation to serve in an advisory capacity to the City and developers on public art projects.

In 1999, Dublin established a Heritage and Cultural Arts Commission to act in an advisory capacity to City Council on matters pertaining to art, including public art.

In 2003, a consultant was hired, and a Public Art Master Plan Task Force was convened.

Dublin’s initial Public Art Master Plan adopted in 2006 recommended the establishment of a Public Art Fund and Public Art Ordinance.

The Public Art Master Plan also included detailed guidelines for both City and private development projects.

These guidelines were carefully crafted based on best practices in the public art industry at the time.

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7 Introduction City of Dublin Parks & Community Services Public Art Master Plan Planning Methodology
The consultant firm, GreenPlay was selected to review and update the 2006 Public Art Master Plan. As part of the Parks and Recreation Master Plan update community survey, GreenPlay asked about the importance of public art to the community and their support for public art. In addition to the community survey, GreenPlay also asked participants in the focus groups and stakeholder interviews about their support for public art.

I am a Dublin resident of 19 years and love the public art here.

Thank you for involving citizens in the next phases of public art... Excited to see what pieces are chosen next for the City! “
”
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9 Guiding Principles City of Dublin Parks & Community Services Public Art Master Plan Section 2

GUIDING PRINCIPLES
Vision and Purpose
Public Art Vision
The City of Dublin’s Public Art Collection reflects the diversity and creativity of our community with a variety of high-quality artwork – both permanent and temporary – located throughout the City. Iconic pieces help create a sense of place and identity. Artwork is carefully selected and sited to surprise and delight visitors to Dublin.

Residents are inspired to actively participate in the public art program with ample opportunities to help select the artwork, learn more about the pieces in the collection, watch artists at work and participate in group art projects and events.

And There Was Evening And There Was Morning, Tricia George, 2002 Shannon Community Center
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10 City of Dublin Parks & Community Services Public Art Master Plan Guiding Principles Oasis, Wowhaus, 2013
Campbell Green
Public Art Program Purpose
The purpose of Dublin’s Public Art Program is to inspire civic pride among its residents and strengthen the City’s regional identity by enhancing public spaces, giving character to neighborhoods and business districts, and providing numerous opportunities for people to experience visual art.

Goals
Public Art Program Goals

1. Enhance pedestrian- friendly public spaces such as parks, plazas, pathways, parking lots and other places where people travel or gather.

2. Strengthen the unique character of individual neighborhoods, business districts (such as the Downtown) and transit corridors with artwork.

3. Enhance the City’s identity and regional image by actively promoting Dublin’s unique public art collection.

4. Encourage the creation of artworks that are integrated into the City’s built environment, including signage, gateways, sidewalks, bus stops, bollards, parking structures, crosswalks and other public amenities.

5. Involve artists in the planning of spaces designated for public art.

6. Ensure community participation in artwork development, through outreach opportunities for local artists to create and display work, and education outreach to the community.

7. In new developments, support the design themes, goals and objectives of the development by working with a developer with the installation of public art.

8. In rehabilitation of existing developments, further the design themes and goals of the area by working with residents and business owners as well as City planners and private developers regarding public art planning and development.

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11 Recommendations City of Dublin Parks & Community Services Public Art Master Plan Section 3

RECOMMENDATIONS
Recommended Strategies
T o further Dublin’s Public Art Program goals and remain a leader in the T ri-Valley, it is recommended that the City consider the following actions:

1. Focus Public Art Acquisition Efforts on Downtown Dublin The City continues to realize the vision of the Downtown Dublin Specific Plan. T o further its efforts, it is recommended that a significant portion of the City’s in-lieu Public Art Fees ($1.5 million) be set aside for a major public art investment in Downtown Dublin to be spread between permanent work and infrastructure to support temporary installations. This investment could fund a variety of sizes and types of art in Downtown Dublin.

Survey respondents ranked Downtown Dublin as the number one location they would like to see new public art, with a majority requesting lighted pieces (66%) and artistic benches or seat walls (50%).

As Downtown Dublin continues to develop, the City should work with Downtown merchants and non-profit arts organizations to encourage and support privately funded art, temporary installations and art related events in Downtown Dublin.

2. Allow Additional Uses for Public Art Funds
Amend the Public Art Ordinance to allow for funding of art related promotional and outreach materials such as maps, interpretative signage, and online applications. This will provide an opportunity to promote past and future investments in public art in Dublin and create interactive tools for visitors and residents to experience the artwork.

Survey respondents indicated interest in promoting arts by use of maps (59%) and interpretative signage (48%). Currently, the Ordinance limits the funds for art acquisition, maintenance, and administration.

Archway, Billick and Corliss, 1999
(photo courtesy The Independent)
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12 City of Dublin Parks & Community Services Public Art Master Plan Recommendations A yearly budget cap should be implemented to limit expenditures on additional uses of Public Art Funds which includes outreach and promotion of Public Art. Furthermore, the City Council will have full discretion to increase or decrease this annual expenditure to best suit the needs of the Public Art Program.

3. Work with Camp Parks to Develop the Historic Sign Relocation, Restoration and Art Project
Amend the Public Art Ordinance to allow for additional expenses related to the relocation, preservation and restoration of significant works by renowned architects. This change will allow the City to partner with Camp Parks’ to preserve, relocate and restore the iconic wooden sign, designed and built around 1943 by renowned American architect Bruce Goff. The work is an outstanding example of early mid-Century architecture and serves as an important piece of history in the community.

The iconic Camp Parks sign is subject to the National Historic Preservation Act as it “embodies the distinctive characteristics of a type, period, or method of construction that represent the work of a master, or that possess high artistic values, or that represent a significant and distinguishable entity whose components may lack individual distinctions.

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13 Opportunities City of Dublin Parks & Community Services Public Art Master Plan Section 4

OPPORTUNITIES
As the City builds out and Downtown Dublin is transformed with modern, transit-oriented mixed- use developments and walkable retail and restaurant areas, there are many opportunities to incorporate public art throughout the City. This section identifies different types of projects and locations where the City may wish to locate public art in the future.

City Projects
City projects are developed, funded, and owned by the City of Dublin. The valuation of public art projects in the City’s Capital Improvements Plan (CIP) are typically based on 1-2 percent of the construction budget.

Additional funds may be added if the percentage does not yield a large enough art budget to accomplish the desired work. Public art associated with CIP projects are ideally planned to be in place at the time the project is completed and open to the public.

The City currently owns over 30 permanent public art pieces, including large scale permanent outdoor artwork, as well as over 20 temporary utility box murals.

City projects that are planned for completion in 2020
include:

City Projects at Public Parks and Facilities:
• Public Safety Complex Public Art
• Veterans Art at Don Biddle Community Park
• Butterfly Knoll Park
• Clover Park
• Jordan Ranch Neighborhood Park
• Sean Diamond Park
• Dublin Sports Grounds All-Abilities Playground
• Imagine Playground
• Dougherty Hills Dog Park
Historic World War II-era Camp Parks sign.

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14 City of Dublin Parks & Community Services Public Art Master Plan Opportunities Partnerships
Partnership projects help the City continue to grow public art and take many forms. They are developed in collaboration with nonprofit organizations, community groups, service clubs, or other public agencies. The City’s level of involvement can vary widely, from providing funding or land, to participating as a stakeholder in the artist and art selection process with another agency or assisting with community outreach when other agencies or nonprofit groups are planning art related projects in Dublin.

Partnership projects may be funded in part by the City of Dublin, through the Public Art Fund, or they may be funded entirely by an outside source. Upon completion, they may be owned by the City, using a property easement, or by the landowner.

Arts Grant Program
Partnerships were identified as a way to continue to grow public art in Dublin. T o help achieve this goal, Dublin should consider establishing an Arts Grant Program to provide monetary grants to local non profits for specific arts-related activities in Dublin.

Many cities, including neighboring Pleasanton and Livermore, have arts grants programs that support their nonprofit arts communities. Pleasanton awarded approximately $44,000 in Fiscal Year 2018-19, for arts in schools, public performances, a cultural festival, equipment and marketing. Awards were made to 11 organizations and ranged in size from $2,000-$6,000. Livermore awarded $28,000 in Fiscal Year 2018-19 for arts in schools, an art walk and an art show.

Awards were made to 4 organizations and ranged in size from $3,000-$10,000. Livermore also awards mini grants of up to $1,000 to individuals.

Establishing an annual Arts Grants could enable nonprofit arts organizations to produce activities and foster growth of the arts community in Dublin.

Private Development
Art in Private Development brings it into the neighborhoods and makes art accessible to the community. It continues to be an excellent way to showcase public art. Several developments have installed or are installing public artwork on private property in Dublin.

A few upcoming private development projects that are expected to install art are:
• Boulevard – Multiple neighborhood residential, park and school along Dublin Boulevard • Wallis Ranch – Gated residential home community of 8 individually distinctive neighborhoods • The Avalon Dublin Station - Picturesque new Avalon community in the heart of Dublin • Zeiss Innovation Center – Corporate campus along Dublin Boulevard • Bayview Development – Residential apartment complex and co-workspace near West Dublin BART station Funding
Art in Downtown
T o complement the future Downtown Streetscape Master Plan and add to the area’s appeal, the City should invest in pedestrian scale art in Downtown Dublin. Examples include temporary and permanent sculptures; kiosks for displaying 2-D artwork; murals on buildings; artist designs embedded or stamped in sidewalks; artist-painted Attachment 3
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15 Opportunities City of Dublin Parks & Community Services Public Art Master Plan crosswalks; and artist-designed street furniture such
as flower beds or poles for hanging flower baskets,
benches, bike racks or trash cans.

While Dublin has done an excellent job providing
the public opportunities to enjoy large-scale,
permanent outdoor public art, it could work to
provide opportunities to view smaller and more
temporary works as many other cities have done
successfully in their communities.

The estimated cost for a major iconic art piece is
$250,000-$500,000. The cost for smaller pieces
is $10,000-$100,000. The cost for temporary
installations is typically $10,000-$40,000.

Utility Boxes and Other “Public
Space” Murals
The City of Dublin has been very successful using
utility boxes as blank canvas areas for public art.

These low-cost, high-visibility Utility Box Art
murals have been extremely well received by the
public and provide additional opportunities for
local artists to display their works.

In addition to continuing to paint City-owned
traffic signal boxes, the City may wish to expand
the program to other objects that offer a “blank canvas” for public arts such as blank walls and traffic signal poles.

Additionally, the City could expand upon the program to include temporary Art displays.

Camp Parks Historic Sign
The iconic Camp Parks sign has historic importance to Dublin, and artistic significance as well, since the renowned architect rose to prominence after his service at Camp Parks. Though the piece belongs to and resides on U.S.

Army Reserve property. Parks Reserve Forces T raining Area Command staff have informed the City, over the years, that it is difficult to obtain funding and expertise to properly preserve and relocate the piece.

Estimated cost range from $350,000 to $500,000 depending on the extent of the project and the partnership arrangement with the Parks Reserve Forces T raining Area Command.

Arts Grant Program
Partnerships were identified as a way to continue to grow public art in Dublin. T o help achieve this goal, Dublin should consider establishing an Arts Grant Program to provide monetary grants to local non profits for specific arts-related activities in Dublin.

Many cities, including neighboring Pleasanton and Livermore, have arts grants programs that support their nonprofit arts communities. Pleasanton awarded approximately $44,000 in Fiscal Year 2018-19, for arts in schools, public performances, a cultural festival, equipment and marketing. Awards were made to 11 organizations and ranged in size from $2,000-$6,000. Livermore awarded $28,000 in Fiscal Year 2018-19 for arts in schools, an art Shamrock Skies, Suzanne Gayle, 2019
Dublin Boulevard and Park Place
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16 City of Dublin Parks & Community Services Public Art Master Plan Opportunities walk and an art show.

Awards were made to four organizations and ranged in size from $3,000-$10,000. Livermore also awards mini grants of up to $1,000 to individuals.

Establishing an Arts Grants Program of $20,000-$40,000 annually, could enable nonprofit arts organizations to produce activities and foster growth of the arts community in Dublin.

Conclusion Statement
The City of Dublin Public Art Master Plan serves as a key policy document to guide the City Council, Community, and City staff with selection of artwork throughout the City. Through implementation of the existing Public Art Master Plan, the City has curated a diverse collection of public artworks that promote cultural expression and artistic appreciation – at regional, national and international levels.

The 2020 update to the Public Art Master Plan was developed in coordination with GreenPlay, LLC and City staff. The process included a community survey, focus group meetings, public outreach meetings, and finally, recommendation by the Heritage and Cultural Arts Commission and approval by City Council. T o summarize, the 2020 update includes:
• A revised Vision and new Goals for the Public Art Program. • A complete list of new Opportunities for Public Art.
• Recommendations for more significant changes to the Public Art Program over the next decade to better prepare for the future.

The adoption of the Public Art Master Plan update demonstrates the City of Dublin’s commitment to sustaining a significant public art program that celebrates Dublin’s history, enhances public spaces, and promotes economic vitality.

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Sirius, Peter Voulkos, 1990
Shannon Park
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Dublin Public Art Master Plan: Program Administration1

DUBLIN PUBLIC ART MASTER PLAN

PROGRAM ADMINISTRATION
Guidelines for City Art Projects and Collection
The guidelines below establish roles, responsibilities and procedures for implementing City Public Art Projects and maintaining and promoting the City’s Art Collection.

City Art Projects and Collection Roles and Responsibilities The City Council shall:
• Adopt policies and procedures under which the Public Art Program operates; • Appropriate monies for individual capital improvement projects as part of the annual capital budgeting process; • Approve all contracts with artists;
• Approve all City-funded public artwork.

The Heritage and Cultural Arts Commission shall:
• Recommend public art pieces to the City Council;
• Serve, as needed, on Artist Selection Panels;
• Review the recommendations of Artist Selection Panels and forward to the City Council; • Review and recommend to City Council policies regarding the care and maintenance of the Public Art Collection; • Review and recommend proposed gifts of public art to the City, as well as loans and long-term exhibitions of public art on City-owned property;
• Review and recommend accessioning (acquisition) and de-accessioning (removal) of artworks from the Public Art Collection to the City Council;
• Periodically review and recommend changes to the Public Art Master Plan.

Artist Selection Panels or Committees shall:
• Serve as ad-hoc panels formed for a limited time with the responsibility of recommending artists for individual City projects or groups of projects;
• Be comprised of individuals representing the following interests: arts professionals, community leaders, business owners, residents, gallery owners and art educators, and • At least one panelist shall be a representative from the Heritage and Cultural Arts Commission • At least half the panel shall be Dublin residents
• At least one panelist shall be a professional artist, architect or landscape architect with experience in public art. • Have majority representation from partnering nonprofit organizations or stakeholder organizations, when appropriate;
• Recommend to the Heritage and Cultural Arts Commission an artist or artists to be commissioned for projects; • Review the credentials, prior work, proposals and other materials submitted by artists for projects; • Look for the best fit between the artist and the requirements in the project prospectus and guidelines; • Be sensitive to the public nature of each project and the necessity for cultural diversity in the Public Art Program.

City Staff shall:
• Implement objectives of the Public Art Program, such as project administration, artist project management, short and long-term planning;
• Lead the development of the annual public art workplan that shall include identification of eligible capital improvement projects and funding appropriations and submit to the Heritage and Cultural Arts Commission; Attachment 3
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Dublin Public Art Master Plan: Program Administration2
• Monitor the overall development of the Public Art Collection, including ensuring that the Collection policies are followed;
• Oversee the existing public art collection, survey the works, update the maintenance survey and communicate maintenance needs to appropriate staff and/or consultants; • Advise the Heritage and Cultural Arts Commission and the artist selection panel; • Act as liaison to the artist selection panels;
• Act as a liaison to the arts organizations within the community; • Provide services to assist private developers in creating and implementing their public art plans; • Present staff and Heritage and Cultural Arts Commission recommendations to the Dublin City Council; • Ensure community outreach and citizen participation in the Public Art Program.

Public Works Staff shall:
• Determine, in consultation with the Heritage and Cultural Arts Staff, which projects are eligible for public art inclusion, the amount of eligible project costs available for public art and whether the project is appropriate for artist involvement;
• Provide the Heritage and Cultural Arts Staff with information on the capital improvement program, budgets and schedules;
• Inform the project architect of the artist involvement in the capital improvement project and the method of artist selection.

Construction Project Managers shall:
• Collaborate with the Public Art Staff on the development of public art projects; • Coordinate with the Public Art Staff on all issues related to the Public Art Program and the overall project including safety, liability, timeline, code requirements and installation deadlines, etc.; • Provide Heritage and Cultural Arts Staff and artist with the appropriate documentation necessary for project compatibility and completion (i.e., architectural design drawings and specifications, as-built drawings, structural drawings, mechanical drawings, electrical drawings, materials to support public outreach efforts, etc.).

Procedures and Criteria
Site Selection
An important part of curating the City’s collection is selecting the most appropriate sites for artwork, and within those sites, the ideal location for artwork.

Goals of the site selection process are:
• Further the mission and goals of the Public Art Program; • Strive for an equitable distribution of artworks throughout the City; • Implement goals of the overall project through an appropriate art location.

The process for site selection for City Art projects is:

1. Potential public art sites – including new City construction and sites suggested by the City Council, Heritage and Cultural Arts Commission, staff and members of the public – are informally evaluated against Public Art Master Plan goals.

2. Once a site has been identified as a probable art site, the Public Art staff and a team from Public Works – which could include the CIP Manager, parks planner, engineer and contracted architects or landscape architects – review preliminary site plans to identify possible art locations.

3. The site and proposed art locations are presented to members of the City’s executive team for review and recommendation to the HCA.

4. The site and proposed art locations are presented to the Heritage and Cultural Arts Commission for review and recommendation. If the site is within a City Park, the Parks and Community Services Commission also reviews and provides a recommendation.

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5. The site and proposed art locations are presented to the City Council for approval.

The following criteria are used when evaluating public art sites:
• Sites that establish and enhance pedestrian-friendly public spaces are preferred. • Sites where art would enhance the City’s identity and regional image are preferred. • Sites where art would help strengthen the unique character of an individual neighborhood, business district or transit corridor are preferred.
• Sites should have maximum public exposure. Sites must be accessible to the public a minimum of eight hours per business day.
• Art locations may be interior or exterior.
• Art locations should be integrated with the overall design of the facility. Ideally the artist should be involved in the project as early as possible, to work with developers, planners, architects and landscape architects to determine how best to incorporate the art into the site.
• In order to maximize the impact of site-specific commissions, Artists should be provided as much detail as possible regarding the site’s purpose, history and natural environment and encouraged to do their own research.

Art Selection Committees
Art Selection Committees play a very important role in Dublin. As the group that provides the initial review of artist portfolios and/or design proposals, they represent the community and are largely responsible for the choice of Artists and Artworks.

Art Selection Committees typically include members who have a background in art, especially public art, and others who represent stakeholder groups and interested members of the general public using the facility where the art will be located.

Goals of the Art Selection Committee process are:
• Further the mission and goals of the Public Art Program; • Invite participation from a wider pool of community members; • Ensure engagement with the people and businesses most likely to interact with the artwork; • Provide meaningful volunteer experiences for residents interested in art; • Ensure diversity on art selection committees.

The process for choosing an Art Selection Committee is:

1. City Staff evaluates the project and proposes the size and composition of the committee – each committee shall have at least five members. At least one current member of the Heritage and Cultural Arts Commission will be included. Depending on the project, a member of City Council or the Parks and Community Services Commission may serve. A Staff representative from a City Department may serve. A majority of the Committee must be Dublin residents.

2. Commissions, City Council and stakeholder groups may be requested nominate a member and alternate to the Art Selection Committee.

3. City Staff recommends additional members and alternates from a roster of residents who have volunteered to serve, with an eye toward diversity of gender, age and ethnicity. Preference is given to individuals who have a professional background in art, architecture, landscape architecture or similar fields.

4. The Committee composition and members are approved by City Council.

Artist Selection
Selecting the right artist – one whose experience, artistic style and commitment to collaboration matches the needs of the project – is critical to the success of any project.

The public artist’s role requires not only creativity and craftsmanship, but also outstanding communication skills.

Artists will be required to submit credentials, visuals, proposals and/or project materials as directed for consideration by Attachment 3
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artist selection panels. For site-specific projects, artists are expected to conduct necessary research, including attending project orientation meetings and touring project sites, when possible.

If selected, they must execute and complete concepts, designs and artwork in a timely manner. Artists are expected to work closely and cooperatively with Public Art Staff, Public Works staff, Project Managers and any design professionals and contractors whose work interfaces with the artwork. Artists are expected to make professional presentations to the Heritage and Cultural Arts Commission, the City Council and any other reviewing bodies as required by the contract.

They may also be expected to make public presentations, conduct community education workshops, do residencies or facilitate public participation in the project, as specified in the contract.

For larger projects, Artist and Artwork Selection typically happen sequentially, with Artists being selected first and then invited to submit site-specific Artwork designs for a second round of consideration. For smaller and temporary projects – for example, Utility Box Art – Artist and Artwork Selection may happen concurrently.

Goals of the artist selection process are to:
• Implement the goals of the overall project through an appropriate artist selection; • Further the mission and goals of the Public Art Program; • Select an artist or artists whose existing public artworks or past collaborative efforts demonstrate a high level of quality and integrity;
• Select an artist or artists who will best respond to the distinctive characteristics of the site and the community it serves;
• Select an artist or artists who can work successfully as members of an overall project design team; • Ensure that the selection process represents and considers the interests of all parties concerned, including the public, the arts community and the City department(s) involved; • Ensure the diversity of the artists represented in Dublin’s Collection.

The process for artist selection for City Projects is:

1. City Public Art Staff considers the project needs and typical methods for selecting artists and recommends a method, in accordance with the adopted Public Art Program guidelines and policies. Any of the following methods may be used, depending upon the requirements of a project. a. Open Competition: An open competition is a call for artists for a specific project in which any interested artist is invited to submit credentials and/or proposals, subject to any limitations established by the Artist Selection Panel. Calls for entries for open competitions will be sufficiently detailed to permit artists to determine whether their work is appropriate for the project under consideration. b. Limited or Invitational Competition: A limited number of artists shall be invited by the artist selection committee to submit credentials and/or proposals for a specific project. Artists shall be invited, based on their past work and demonstrated ability to successfully respond to the conditions posed by the particular project (i.e., water features, light works, paintings, sound works, landscape works, design team efforts, etc.), or based on other non-aesthetic Public Art Program goals (i.e., artists who reside in a particular neighborhood where a project is occurring, local artists or regional artists). c. Pre-qualified Artists List: Heritage and Cultural Arts Staff will develop a pool of pre-qualified artists who can be selected for small, community-based projects with budgets under $25,000, where a separate selection panel may not be warranted, if recommended by the Heritage and Cultural Arts Commission. A pre-qualified artists list shall be valid for two years. If the list expires, a new list will be generated every two years or as needed to address projects in the queue.
d. Mixed Process: A mixed process may include any combination of the above means.

2. Staff prepares and distributes a Call for Artists Qualification, which includes detailed information about goals of the Public Art Program and any specific site(s) or project(s), and application procedures.

3. Staff prepares and presents portfolios to the Art Selection Committee, which ranks artists for further consideration as semi-finalists.

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Dublin Public Art Master Plan: Program Administration5

4. The Art Selection Committee ranks artists to be invited to submit site-specific designs for artwork selection.

The following criteria are used in evaluating artists:
• Qualifications: Artists or artist teams must be able to demonstrate, through past work – as evidenced in a resume, portfolio and reference – their ability to create professional quality artwork and act with the utmost professionalism. In most cases, artists have considerable training and experience working professionally at and have been compensated for their art. For certain projects, Dublin will consider emerging or student artists, who are working under the guidance of a professional mentor or art teacher. • Communication: Artists’ ability to effectively communicate with a variety of groups, including other design professionals, public officials and community members, should be taken into consideration. This is particularly important when an Artist is commissioned to create site-specific work and/or work where there will be community involvement in the artistic process.
• Diversity: Artists should reflect the diversity of Dublin’s community. Selection Committees should be mindful of the opportunities to add different voices to the community through their selections. Gender diversity, ethnic diversity, and diversity in media and artistic styles and schools are all important.

Artwork Selection
Choosing new public artwork to add to Dublin’s collection is a fun and important job. Depending on the media, artwork added to the collection is likely be seen and enjoyed by Dublin residents and visitors for decades to come.

Special pieces may become beloved local landmarks that come to represent Dublin in the eyes of residents and visitors.

Goals of the artwork selection process are to:
• Implement the goals of the overall project through an appropriate artwork selection; • Further the vision and goals of the Public Art Program; • Select artwork of the highest level of design quality; • Select artwork that contributes to the distinctive characteristics of the site and is meaningful to the community it serves;
• Select artwork that can be maintained within reasonable effort and expense; • Ensure that the selection process represents and considers the interests of all parties concerned, including the public and the City department(s) involved;
• Ensure the diversity of the artworks and voices are represented in Dublin’s Collection.

Whether the artwork is being commissioned or purchased from a gallery, the process for artwork selection is:

1. City Public Art Staff and artist prepare and present design proposal to an Art Selection Committee. If multiple designs are being considered, the Art Selection Committee ranks proposals and provides comment. If a single design is being considered for addition to the collection, as in the case of a gift or loan that has been offered to the City, the Heritage and Cultural Arts Commission provides comment.

2. The Heritage and Cultural Arts Commission, after considering any comments from the Art Selection Committee and feedback from the public, makes comments of its own and a recommendation to the City Council. The Commission may request more information or request the artwork be brought back after concerns have been addressed. For larger work, the artist typically makes a presentation. For smaller and temporary works, the artist is typically not required to make a presentation.

3. City Public Art Staff prepares and presents a staff report on the proposed design and Heritage and Cultural Arts Commission’s recommendation to City Council. For larger work, the artist may be invited to present and is normally requested to be present in case of questions. However, approval of artwork, especially smaller, non- controversial items, may be done via consent calendar with no formal presentation.

The following are criteria for evaluating artworks:
• Artist: Artwork must be created by an artist or artist team who meets the City’s criteria for artists. • Original work: Items may not be mass produced copies of original work. Signed limited edition copies of artwork Attachment 3
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Dublin Public Art Master Plan: Program Administration6
which is typically produced in multiples, such as prints, photographs, cast sculptures and multimedia are considered originals and are allowed.
• Quality: Artwork must be of the highest quality. This includes design and materials. • Media: All forms of visual arts shall be considered, subject to any requirements set forth by the project prospectus. • Style: All schools, styles and tastes shall be considered. • Appropriateness to Site : Artwork designs shall be appropriate in scale, material, form and content to their immediate social and physical environments.
• Appropriateness to Public Art Program Goals: Artworks should address, or artists should be willing to address within their process, a commitment to enhancing public spaces and giving character to neighborhoods by supporting the larger urban design themes of the neighborhood or district. • Permanence: Consideration shall be given to structural and surface integrity, permanence and protection of the proposed artwork against theft, vandalism, weathering, excessive maintenance and repair costs. Acquisition of artworks into the Public Art Collection, whatever the funding source, should imply permanency. By accepting a work into the Collection, the City is making a commitment to the ongoing preservation, protection, maintenance and display of the artworks for the public benefit, so long- term costs must be considered. • Elements of Design: Consideration shall be given to the fact that public art is a genre that is created in a public context and that must be judged by standards that include factors in addition to the aesthetic. Public art may also serve to establish focal points; terminate areas; modify, enhance or define specific spaces; establish identity; or address specific issues of urban design.
• Community Values: While free artistic expression shall be encouraged, consideration must be given to the appropriateness of artworks in the context of local community values and social norms. • Public Liability: Safety conditions or factors that may bear on public liability must be considered in selecting an artist or artwork.

Collection Management and Conservation
Dublin has a growing collection of permanent public art, and additional works considered temporary in nature. The Collection is managed by City Staff with the aid of professional art conservators to provide maintenance, repairs and professional advice.

Goals of Collection Management and Conservation are:
• Establish what items may or may not be added to the Public Art Collection; • Establish a regular procedure for evaluating artworks in the Public Art Collection; • Ensure regular maintenance of public artworks and that all maintenance is completed with the highest standards of professional conservation;
• Establish procedures for repairing damaged public artworks; • Establish standards for the acceptance of gifts or loans of artworks; • Ensure that de-accessioning is governed by careful procedures; • Insulate the de-accessioning process from fluctuations in taste; • Facilitate public engagement and education outreach efforts to promote the collection.

Eligible artworks include, but are not limited to, the following:
• Sculpture: Three-dimensional artwork that is free standing, wall supported or suspended; kinetic, electronic; in any material or combination of materials.
• Murals or portable paintings: T wo-dimensional artwork in any material or variety of materials, with or without collage or the addition of non-traditional materials.
• Mixed or other media: Earthworks, fiber-works, neon, glass mosaics, photographs, prints, calligraphy, any combination of forms of media including sound, literary elements, film, holographic images and video systems; hybrids of any media and new genres.

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City of Dublin Parks & Community Services
Dublin Public Art Master Plan: Program Administration7
• Functional art: Furnishings or fixtures designed by a qualified professional artist may be considered for the collection. Examples include, but not limited to gates, railings, streetlights, tree grates, seating, shade structures, etc. Functional items designed by an architect or landscape architect are not normally eligible. However, if the architect or landscape architect’s work has achieved historical and/or artistic importance, as evidenced by inclusion in other important art collections, it may be considered. • Elements of architecture or landscaping: Artistic or aesthetic elements of the overall architecture or landscape design may be considered only if created by a qualified professional artist or a design team that includes a professional artist as a co-designer.
• Infrastructure elements: Infrastructure items as sound walls, utility structures, roadway elements or other items may be considered only if designed by a professional artist or a design team that included a professional artist as a co-designer.
• T emporary artworks and installations: These can include artwork on loan or created for a specific time span, or smaller works, such as utility boxes, which may have an indefinite lifespan but are not necessarily intended to be restored should they become damaged.

Ineligible artworks include, but are not limited to:
• Mass-produced art objects : Items which are mass produced or of standard manufacture, such as playground equipment, fountains or statuary elements are not eligible, unless incorporated into larger artwork by a project artist.
• Reproductions: Copies of original works of art are not allowed, except in the cases of film, video, other media arts or limited- edition photos, prints or cast sculpture.
• Decorative Works: Ornamental furnishings and decorative architectural elements, are not allowed except when commissioned from an artist as an integral aspect of a structure or site. • Landscape Architecture: Those elements generally considered to be components of the landscape architectural design, (e.g. vegetative materials, pool(s), paths, benches, receptacle, fixtures, planters, etc.), except when designed by artists.

Artwork Donation or Loan Acceptance
Artworks proposed for donation or long-term (one year or longer) loan to the City must be carefully reviewed by the Heritage and Cultural Arts Commission and City Council. The goals of the review are:
• T o provide uniform procedures for review and acceptance of gifts or loans of artwork to the City. • T o vest in a single agency the responsibility for insuring the management and long-term care of the donated artwork.
• T o facilitate placement of the artwork on City property. • T o maintain high standards for artwork displayed at City facilities. • T o provide appropriate recognition for donors of artwork.

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City of Dublin Parks & Community Services
Dublin Public Art Master Plan: Program Administration8
Guidelines for Art in Private Development Projects
The guidelines below establish responsibilities and procedures for implementing Art in Private Development Projects.

Art in Private Development Roles and Responsibilities
The City Council shall:
• Adopt policies and procedures under which Art in Private Development operates; • Approve all developer-proposed public artwork.

The Heritage and Cultural Arts Commission shall:
• Recommend guidelines, policies and procedures related to art in private development in Dublin to the City Council;
• Receive and review developer art proposals and make recommendations to the City Council.

City Staff shall:
• Provide guidance to Private Developers regarding Public Art Ordinance compliance; • Provide services to assist Private Developers wishing to install art on site; • Ensure community outreach and citizen participation in Art in Private Development projects; • Present Staff recommendations to the Heritage and Cultural Arts Commission and Dublin City Council regarding Art in Private Development proposals;
• Monitor Art in Private Development projects to ensure the Ordinance and Public Art Guidelines are being followed, including verifying art expenditures;
• Provide Developers with initial information on the Art in Private Development requirement; • Confirm which projects require public art expenditure; • Determine the building valuation to establish the amount of required art expenditure; • Determine, in consultation with the Heritage and Cultural Arts Staff, whether on-site art is recommended, not recommended or required;
• If art is recommended or required, suggest specific art locations.

Developers shall:
• Consult with City staff to understand what is required of them, under Dublin’s Public Art Ordinance; • Inform Planning Staff at the time of the Site Development Review application whether they intend to install art on site or pay the in-lieu fee; if installing art onsite, meet with Public Art Staff to discuss their art concept and plan the timeline for getting their artwork approved by City Council; • Select an artist, using a method comparable to the methods allowed for City art projects; • Select artwork, using Dublin’s criteria for public artwork; • Solicit public feedback about the artwork;
• Present artwork for review using the same public process as for City art projects; • Execute an Art Installation and Maintenance Agreement with the City of Dublin; • Install the artwork according to the agreement and provide the required documentation.

Public Art Ordinance
The City of Dublin’s Public Art Ordinance (Dublin Municipal Code Chapter 8.58) requires most developers to either install artwork on their property or pay an equivalent in-lieu fee to the City of Dublin’s Public Art Fund, under what is commonly called a percent-for-art ordinance.

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City of Dublin Parks & Community Services
Dublin Public Art Master Plan: Program Administration9
Required Art Expenditure
The City of Dublin’s expenditure requirement is based on the type and size of development project. It applies to all commercial development (retail, industrial, office) in excess of 50,000 square feet and all new residential developments in excess of 20 units, including single-family (detached), single family (attached), and multi-family units.

The required expenditure is one half of one percent (.5%) of the building valuation (exclusive of land). Any developer subject to the requirement may choose to spend more than the required .5%.

The City of Dublin also allows any developer subject to the Public Art Ordinance to choose an in-lieu option of contributing to the Public Art Fund instead of installing artwork on site. For more information on the in-lieu option, see below.

Building Valuation
The Building Valuation is determined by City’s Chief Building Official, who is responsible for determining both residential and commercial project valuations.

If a developer is putting art on site, valuation for all phases of the project is estimated in conjunction with Site Development Review (SDR), before construction begins. Valuations done at this time are estimates and are typically very conservative.

Valuations are recalculated when the developer pulls the first building permit for the phase. These valuations are more accurate and could be higher than valuation estimates provided at SDR.

If developer opts to pay the in-lieu fee, the building permit valuation is used to determine the in-lieu fee.

Art On-Site Option
For developers opting to install art on site, the Public Art obligation must be satisfied prior to the issuance of a Certificate of Occupancy or a Public Art Agreement must be negotiated, and a bond must be posted for the value of the art obligation. This means the approved art must be installed to the City’s satisfaction and the expenditures verified by City staff.

In-Lieu Fee Option
The in-lieu fee for commercial projects over 50,000 square feet and residential projects of 20 units or more is equivalent to the required art expenditure of .5% of the building valuation.

The in-lieu fee for commercial projects under 50,000 square feet is .45% of the building valuation.

If an in-lieu fee option is chosen, the City will determine whether artwork is required to be sited on the developer’s property. If such a determination is made, the developer must reserve a space for possible public art to be installed by the City and paid for by the City using the in-lieu fee. If the City installs artwork at the site, the developer will be required to grant an easement for installation and maintenance. If the City does not require art on the developer’s property, the developer’s in-lieu fee is pooled in the Public Art Fund and may be used for any public art purpose and in any public location that the City chooses.

Art in Private Development Procedures and Criteria
Art in Private Development is an important component in Dublin’s Public Art Program. Although the artworks are privately owned, they are installed for the public’s enjoyment.

Goals of the Art in Private Development process are:
• Inspire civic pride amongst residents;
• Strengthen the City’s regional identity by enhancing public spaces; • Add interest and visual appeal throughout the City; and • Provide – through in-lieu contributions to the Public Art Fund – funding for City public art projects and activities.

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City of Dublin Parks & Community Services
Dublin Public Art Master Plan: Program Administration10 The process for Art in Private Development is:

1. The developer submits a completed Site Development Review (SDR) application to the Community Development Department, Planning Division. Planning Staff will inform the applicant of the Public Art requirement and policies.

The developer is encouraged to meet with the Public Art Manager as early as possible to discuss the requirements and procedures for artwork approval.

2. Residential development applicants wishing to provide public art within their projects, are required to present a plan to the City that conforms to the requirements of the Public Art Master Plan. The Applicant’s plan shall be submitted at the time of an application for tentative map in which individual lots are created. If a tentative map is not required in the project, the plan for public art shall be submitted at the time of Site Development Review (SDR).

3. The Building Valuation will be verified, and the minimum art allocation will be calculated by the Building Division upon receipt of the building permit application. The developer may be required to apply and obtain a separate building permit for the construction and installation of the art project.

4. Applicants choosing not to provide on-site artwork will be required to pay in-lieu fees of a minimum art allocation of .5% for commercial, industrial, office, and residential developments and .45% for commercial, industrial, and office developments under 50,000 square feet to the Public Art Fund, to satisfy the development standard. In lieu fees must be paid prior to the issuance of a building permit.

5. Upon selection of an artist and artwork, the developer will be required to meet with the Heritage & Cultural Arts Commission for review of the artwork. Upon recommendation by the Heritage & Cultural Arts Commission, the developer will be required to receive final approval by the City Council.

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2022 Parks & Recreation
Master Plan Update
November 19, 2024
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Goal 1: Add New and Improve Existing Infrastructure and Amenities • Objective 1.1: Continue to maintain and improve existing facilities, parks, trails, and open spaces. Maintenance of facilities and amenities should be a priority.
• Objective 1.2: Explore improving/adding bike paths and walking trails. • Objective 1.3: Explore adding parks, open spaces, and natural areas. 524
Goal 1: Add New and Improve Existing Infrastructure and Amenities • Objective 1.4: Develop additional or repurpose existing indoor recreational facilities and amenities. • Objective 1.5: Develop additional outdoor recreational facilities and amenities.

Completed Projects Since Master Plan Adoption
• Fallon Sports Park – Phase III (2022)
• Don Biddle Community Park (2022)
• Heritage Park Cemetery Renovation (2022)
• Butterfly Knoll Park (2022)
• Imagine Playground (2021)
• Clover Park (2020)
• Sunrise Park (2020)
Upcoming
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Goal 1: Add New and Improve Existing Infrastructure and Amenities • Objective 1.6: Develop the planned new Dublin Arts Center. • Objective 1.7: Continue adding Public Art in parks and recreational facilities. 526
Goal 2: Continue to Improve Programs, Service Delivery, and Affordability • Objective 2.1: Continue to monitor the participation and usage of programs, facilities, and services to make appropriate adjustments based on collected data.
2024 Facility Hours Rented by
Outside Users
Catergory
Jan Feb March April May June July Aug Sept Oct Nov - Nov. 15 Ballroom 105 268 125 283 362 326 387 332 250 353 155 Court 128 169 248 479 152 173 314 331 580 362 121
Field 821 849 2,764 3,471 3,158 1,686 2,305 2,263 2,745 2,686 1,035 Indoor 818 690 1,408 1,002 1,062 845 789 866 1,012 1,262 583 Picnic Areas 67 136 553 1,037 938 938 1,364 1,129 897 714 247 Stager Gym 233 198 105 206 79 79 140 45 46 64 50
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Goal 2: Continue to Improve Programs, Service Delivery, and Affordability • Objective 2.2: Enhance special event programming.
• Objective 2.3: Explore opportunities to increase programming and service delivery based on community demand and trends.
• Objective 2.4: Continue to monitor the affordability of programs and services. 528
Goal 3: Continue to Improve Organizational Efficiencies • Objective 3.1: Improve departmental marketing and communication and grow the identity of the Department programs and events.
• Objective 3.2: Enhance and improve external communication regarding Department activities, programs, and services to increase community awareness.

Enhanced Mapping and GIS Resources
• Public Art Map: Launched in August 2023, it has already drawn 841 views. • Pioneer Cemetery Map: Introduced in March 2024, with 538 views. • Adopt-a-Bench Story Map: Available since January 2024, this interactive map has received 293 views.

Social Media Growth
• The St. Patrick’s Day Celebration saw extensive reach with 16 posts across Instagram and Facebook, totaling 139,529 account reaches, 185,238 impressions, and 5,670 interactions.
• A single Instagram reel for the Utility Box Call for Artists attracted 9,080 views, showcasing community art initiatives. • The return of Picnic Flix reached 5,313 accounts, achieving over 10,000 views and 213 shares. 529
Goal 4: Increase Financial Opportunities
• Objective 4.1: Explore additional funding options.
• Objective 4.2: Review the current program and rental fees. • Objective 4.3: Explore capital funding opportunities and implement existing plans. • Objective 4.4: Explore opportunities to increase sponsorships. 530
Questions?
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